EXCEL Y VBA para toma de decisiones B (F. Económicas)

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Presentación

http://www.unav.edu/asignatura/excel-y-vba-para-toma-de-decisiones-b-f-economicas/

EXCEL Y VBA para toma de decisiones B (F.Económicas)

La asignatura introduce al alumno en el uso de modelos desarrollados en Excel y Visual Basic.

El uso del lenguaje de programación VBA incrementa la potencia de Excel como herramienta decálculo y su capacidad de transmitir ideas de forma visual.

Los objetivos perseguidos en la asignatura son los siguientes:

Familiarizar al alumno con Excel como herramienta de uso generalizado para realización decálculos y análisis financieros.Posibilitar la aplicación práctica de los conocimientos contables y financieros adquiridos en otrasasignaturas del grado.Obtener una visión general de los instrumentos financieros desde su vertiente práctica,abarcando desde activos de renta fija y renta variable, divisas e instrumentos derivados.

Datos Generales

Asignatura optativa de 6 ECTS (150 horas de trabajo)Curso: 3º/4ºIdioma en que se imparte: castellanoPrimer día de clase: 1.09.2016Último día de clase: 1.12.2016Horario de clases expositivas: Jueves de 15 a 17, Aula 13Profesor:D. Antonio Juan Medrano ( [email protected] )

Competencias

Competencias Básicas

CB1 - Que los estudiantes hayan demostrado poseer y comprender conocimientosen un área de estudio que parte de la base de la educación secundaria general, y sesuele encontrar a un nivel que, si bien se apoya en libros de texto avanzados,

Asignatura: EXCEL Y VBA para toma de decisiones B (F.Económicas)Guía Docente

Curso académico: 2016-17

incluye también algunos aspectos que implican conocimientos procedentes de lavanguardia de su campo de estudio.

CB2 - Que los estudiantes sepan aplicar sus conocimientos a su trabajo o vocaciónde una forma profesional y posean las competencias que suelen demostrarse pormedio de la elaboración y defensa de argumentos y la resolución de problemasdentro de su área de estudio.

CB5 - Que los estudiantes hayan desarrollado aquellas habilidades de aprendizajenecesarias para emprender estudios posteriores con un alto grado de autonomía.

Competencias Generales

CG3 - Dominar herramientas informáticas, matemáticas o técnicas relevantes parala actividad académica y profesional en lo económico y empresarial.

Competencias Especificas del grado en Economía

CE10 - Aplicar el razonamiento matemático y las herramientas cuantitativas alanálisis de la realidad económica.

CE11 - Manejar correctamente algunas aplicaciones informáticas en el análisiscuantitativo de las cuestiones económicas.

CE16 - Utilizar en las aplicaciones prácticas los conocimientos, capacidades ycompetencias adquiridas.

CE17 - Saber combinar el razonamiento económico con el propio de otrasdisciplinas.

CE19 - Aplicar con criterio técnicas cuantitativas, software adecuado y/ oprocedimientos metodológicos en la realización de un trabajo sobre temaseconómicos.

Competencias Especificas del grado en Administración de Empresas

CE8 - Desarrollar casos prácticos en temas relevantes en lo económico yempresarial.

CE9 - Trabajar con herramientas informáticas para la toma de decisiones.

CE10 - Aplicar el razonamiento matemático y/o las herramientas cuantitativas a laresolución de problemas asociados a la toma de decisiones en la empresa.

CE17 - Aplicar con criterio técnicas cuantitativas, software adecuado y/oprocedimientos metodológicos en la realización de un trabajo sobre temas de algunade las áreas de Administración y Dirección de Empresas.

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Programa

Programa

Cada unidad se compone de dos partes: a) un modelo desarrollado en Excel + VBA conaplicaciones contables y financieras y b) una sección teórico-práctica sobre VBA con definiciones yejemplos de uso.

Al finalizar el curso el alumno contará con las habilidades necesarias para adaptar estos modelos asituaciones reales y desarrollar nuevos modelos para necesidades concretas.

Unidad 1:Modelo de Diagnóstico FinancieroIniciación a VBA. Macros

Unidad 2Modelo de Previsión de Insolvencia: Z-AltmanEl Editor VBA. Objetos, propiedades, métodos.

Unidad 3Modelo de Creación de Valor: del ROE al EVARangos. Constantes y Variables en VBA

Unidad 4Modelo de Previsión de TesoreríaMatrices en VBA. Funciones VBA, Excel y de usuario.

Unidad 5Riesgo en Mercados Financieros: Beta, Correlación, Volatilidad.Bucles en VBA: For…Next, Do…Loop

Unidad 6Modelo de Análisis de Inversiones: VAN, TIR, Payback y ValoraciónEstructuras de decisión en VBA: If…Endif, Select Case

Unidad 7Instrumentos de Renta Fija: Letras del Tesoro, Bonos.Comunicación con el usuario: InputBox, Msgbox.

Unidad 8Renta Variable: Modelo de Gordon. Ampliación de CapitalGestión de Errores en VBA

Unidad 9Divisas: Tipo de cambio Forward. Arbitraje Contado/ForwardFunciones Matriciales en VBA. Eventos

Unidad 10Futuros Financieros: Liquidación de P/G diarias. Cobertura con futuros. Estrategia de

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Valor Relativo.Depuración de errores en VBA

Unidad 11Opciones Financieras: Modelo Black-Scholes. Estrategias con Opciones.Formulario de usuario en VBA ( parte 1)

Unidad 12Simulación de Montecarlo en Excel + VBAFormulario de usuario en VBA ( parte 2)

Unidad 13Simulación de Montecarlo para valoración de opcionesComplementos en VBA

Unidad 14Revisión Final

Actividades formativas


1. Clases Expositivas ( 28 horas)

En las clases presenciales ( 2 horas semanales x 14 semanas) se explicarán los aspectos másrelevantes de los modelos así como los elementos del lenguaje de programación Visual Basicpara Aplicaciones utilizados.

De cada unidad el alumno dispondrá, antes de cada sesión, de un Libro Excel que servirá depunto de partida para realizar prácticas y un fichero Word con un resumen de conceptostratados.

2. Prácticas en grupo ( 32 horas )

El profesor propondrá prácticas obligatorias para su realización en grupos de 4/5 alumnos. Lasprácticas se centrarán en la ampliación de los modelos estudiados o la creación de nuevosmodelos.

Los alumnos dispondrán oportunamente de la descripción y contenido de las prácticas a realizar,con indicación del plazo de entrega.

La valoración de estas prácticas contará para la evaluación global de la asignatura.

En la valoración contarán los aspectos “estéticos” además de la precisión de los resultados y eluso de funcionalidades Excel+VBA.

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3. Tutorías

Los alumnos podrán acudir a la tutoría previa cita con el profesor para resolver dudas cadajueves en horario de 17:30 a 18:15

4. Trabajo personal (80 horas)

La asignatura requiere una dedicación semanal de unas 5/6 horas para asimilar su contenido yla preparación de las distintas actividades formativas.

Se recomienda familiarizarse con el material de cada unidad antes de la sesión presencialsemanal.

5. Evaluación ( 10 horas)

Dado el carácter práctico de la asignatura, la evaluación se compone de un test final más eldesarrollo individual de un modelo en Excel+VBA.

Evaluación

Evaluación

La nota final de la asignatura se calculará ponderando los resultados obtenidos en el Test Final,Trabajos en Grupo y Trabajo Final Individual, de la siguiente forma:

35% de la nota: Test Final. Constará de 25 preguntas con 4 posibles respuestas (sólo 1correcta). Cada respuesta correcta puntúa 0’40. Las respuestas incorrectas penalizan 0’133.Las preguntas no contestadas no se tienen en cuenta.35% de la nota: Evaluación de trabajos en grupo.30% de la nota: Evaluación del trabajo final individual.

Bibliografía y recursos

Chandan Sengupta, Financial Analysis and Modeling using Excel and VBA, WileyFinance.

Mary Jackson & Mike Staunton, Advanced modelling in finance using Excel andVBA. Wiley Finance. Localízalo en la Biblioteca

Viviana Zanini, Macros en Excel 2013 - Programación de aplicaciones con VBA:Automatice sus planillas y optimice el trabajo, USERSHOP ( ebook)

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Horarios de atención

Horarios atención

Especifica los horarios en los que el profesor estará accesible para las dudas y consultas de susalumnos:

D. Antonio Juan Medrano ([email protected])Despacho 4070, 4ª planta torre del edificio AmigosHorario: jueves de 17:30 a 18:15Concertar cita previamente por mail

Presentación

http://www.unav.edu/asignatura/european-financial-institutions/

EUROPEAN FINANCIAL INSTITUTIONSPRESENTATION

The course provides an introduction to the EU financial system and its regulationfrom an institutional perspective. The key objective is to provide students with abroad idea of the different classes of financial intermediaries existing in the EU, theiractivities, how and by whom they are regulated and supervised and what their actualrelevance is within the general context of the economy of the EU and its mainnational markets. The course assumes banks and banking regulation as thebackbone of the system and thus most of the time will be devoted to the bankingsystem, but other intermediaries and their regulatory environment are also explored.

Part I of the program provides a first, general approach to the topics of the subject.Departing from the very general question of what is a financial system and why it isregulated (though we will not explore the economics of regulation in any degree offormality) we will see how financial regulation has evolved and how the matter hasbeen addressed from a European perspective. Part I ends with a generalpresentation of the array of EU financial intermediaries and the interaction betweenthe EU and the wider world.

Part II provides an introduction to the broad classes of financial intermediaries towhich we broadly refer as “banks”, “investment services providers”, “assetmanagers” and “insurers”. For each class of financial intermediary, we will try toprovide the basics of the regulatory framework. Specific reference will be made tothe markets of Spain, France, the UK, Germany, Italy and, in some cases,Luxembourg.

The topics will be addressed by the teacher in (approximately) weekly sessions, butfurther student work will be requested.

No specific background is assumed though general knowledge about finance andfinancial systems and the EU and its legal and institutional framework is useful.Students are expected to be proactive in exploring the references provided tocomplete the information provided in the classroom. Most source materials will be inEnglish, notwithstanding, the ability to read major European languages other thanEnglish is highly convenient, though not a must.

Asignatura: European Financial Institutions (F. Económicas)Guía Docente


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Basic Data

Name of the subject: European Financial Institutions

Faculty: Business and Economics

Status: Optative

Credits: 3

Course: 2016/2017, first semester (Sep-Dic 2016)

Teacher: Fernando Mínguez Hernández ([email protected] ;[email protected])

Office: 4070 (4ª Planta Torre). Extension 802225

Language: English

Class hours: Fridays 12 am-2 pm (classroom 06)

Competencias

Edite el contenido aquí

Programa

PART I: FOUNDATIONS OF THE EUROPEAN FINANCIAL SYSTEM

Foundations of the European Financial System

What is a financial system and why it is regulatedRegulatory architecture: a system in evolutionFrom coordination to comunitarisation: Banking Union, Financial Markets Unionand Single RulebooksKey principles: freedom of establishment and freedom to provide servicesEU financial intermediaries: an overviewAppendix: the EU and the wider world

PART II: SECTORAL ANALYSIS

Banking institutions

Types of banking institutions throughout the EUPermissible activitiesKey elements of the regulatory frameworkParticular cases: ES, UK, FR, DE, IT

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Investment firms and EU markets

What are investment services?Types of investment firms throughout the EUPermissible activitiesKey elements of the regulatory frameworkParticular cases: ES, UK, FR, DE, IT

Asset management

The asset management industryTypes of vehiclesKey elements of the regulatory frameworkParticular cases: ES, UK, FR, DE, IT, LU

Insurance sector

Insurance sector intermediaries throughout the EUKey elements of the regulatory frameworkParticular cases: ES, UK, FR, DE, IT, LU


The total workload is estimated to be 75 hours, distributed as follows:

Teacher’s lectures: 30 hours

Lectures will cover the most relevant topics in the program. Students are encouragedto review in advance the materials to be used in class and be as participative aspossible.

Project: 20 hours

Each student is expected to develop an individual project, a (roughly) 5,000-wordessay on a topic of his/her choice (after discussion with the teacher and under hisguidance). The essay may get more in-depth into some of the topics addressed inthe program or explore some collateral or supplementary matters. Students areexpected to have chosen their topic by the end of September.

Students may also develop projects in groups (of a maximum of three persons),subject to prior discussion with the teacher.

Individual work: 25 hours

Further to the time devoted to preparing and drafting their essays, students will need

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to study course materials, assimilate content and prepare exams.

Evaluación

The project will account for a 30% of the final score (if students decide to develop theproject in groups, the same mark will be assigned to all participants in the group).The exam will account for 60%. The remaining 10% will be assigned on the basis ofthe student’s attitude and contribution over the course (good questions andpromotion of debate will be specially appreciated).

A pass will be granted with 50% of possible points, provided that a minimum score of4 on 10 is achieved in the exam. Hence, for example:

Getting an 8 (on 10) in the project, plus a 5 (on 10) in the exam plus 4 (on 100) extrapoints for good contribution gives a final score of:

30 x 8/10 + 60 x 5/10 + 4 = 58 (pass)

Students failing in the ordinary call will be given a second chance (extraordinary call)in a second exam (the other marks will be the same assigned in the ordinary call,unless the student has obtained less than a 5 on 10 in the project and decides tosubmit a new essay).

Note that:

The exam will be composed of two parts: (1) a series of 5 short questions, to beresponded in a maximum of 8-10 lines plus (2) two topics for discussion (of whichthe student will be free to choose one). The topic chosen for discussion must beaddressed in-length with no limit other than time available (provided that extensionby itself need not (and will not) result in a better mark unless it provides actualcontent). Part (1) will account for a 40% of the score and Part (2) for a 60%.


BIBLIOGRAPHY AND RESOURCES

This section will be regularly updated as the course progresses.

For Part I, the following books may be of special interest:

De Haan, Jacob, Oosterloo, Sander and Schoenmaker, Dirk: Financial Marketsand Institutions. A European Perspective. Third Edition. Cambridge UniversityPress. Cambridge, 2015 Find it in the LibraryDavies, Howard and Green, David: Global Financial Regulation. The EssentialGuide, Polity Press, Cambridge, 2008 (updated) Find it in the LibraryAllen, Franklin and Gale, Douglas: Comparing Financial Systems, MIT Press,Cambridge (Mass.), 2000 Find it in the Library

The following websites will be of special interest and reference throughout the wholecourse:

European Legislation Database (Eur Lex): http://eur-lex.europa.eu/homepage.html

European Commission (Directorate General Internal Market, thematic site):http://ec.europa.eu/finance/index_en.htm

European Central Bank: https://www.ecb.europa.eu

Basel Committee on Banking Supervision: https://www.bis.org/bcbs/

Banco de España (Spain): www.bde.es

Comisión Nacional del Mercado de Valores (Spain): www.cnmv.es

Dirección General de Seguros y Fondos de Pensiones (Spain):www.dgsfp.mineco.es

Prudential Regulation Authority (UK): http://www.bankofengland.co.uk/pra

Financial Conduct Authority (UK): https://www.fca.org.uk/

Autorité des Marchés Financiers (France): www.amf-france.org

Autorité de Contrôle Prudentiel et de Résolution (France) : https://acpr.banque-france.fr

Commission de Surveillace du Secteur Financier (Luxembourg) : www.cssf.lu

Banca d’Italia (Italy) : www.bancaditalia.it

Bundesanstalt für Finanzdienstleitungsaufscht - BaFIN (Germany): www.bafin.de

Federal Reserve (US): www.federalreserve.gov

@X@buscador_unika.obtener@X@


The teacher will be available anytime via email ([email protected]). Meetings canbe held in the Faculty on Fridays at 10:30 am. An appointment should be requestedin advance via email.

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Presentación

Nombre de la asignatura: AuditoríaFacultad: EconómicasDepartamento: EmpresaTitulación: GRADOS ADE y ECO

Curso: CUARTO DE ADE Y ECODuración (trimestral, anual): Trimestral (Septiembre a Diciembre)Número de créditos: 6Requisitos (haber cursado): NingunoTipo de asignatura (troncal, obligatoria, optativa, etc.): OptativaIdioma en que se imparte: EspañolHorario y aula: Lunes de 12 a 15 horas. Aula pendiente de asignarProfesor: Nicolás Puig ([email protected])

Con este módulo se pretende dar formación específica a los alumnos de la Facultad de Económicas dela Universidad de Navarra que estén interesados desarrollar su actividad profesional en el campo de la

auditoría. Adicionalmente, les permitirá profundizar en los conocimientos necesarios para desarrollar sutrabajo en otros módulos relacionados con administración y finanzas.

La profesión de auditor ofrece una buena salida profesional a titulados universitarios del ámbito de laempresa y los negocios. Muchos recién titulados son seleccionados por firmas de auditoría, que buscanprofesionales con un alto nivel de cualificación y especialización. En muchas ocasiones, la experiencia

en una firma de auditoría es un factor determinante en la selección de profesionales con experiencialaboral para el desarrollo de funciones de dirección financiera, de control o dirección general

La Ley de Auditoría de Cuentas vigente, que data de 2015 define a la auditoría de cuentas como “laactividad consistente en la revisión y verificación de las cuentas anuales, así como de otros estadosfinancieros o documentos contables, elaborados con arreglo al marco normativo de informaciónfinanciera que resulte de aplicación, siempre que aquélla tenga por objeto la emisión de un informesobre la fiabilidad de dichos documentos que pueda tener efectos frente a terceros.”. La Ley señalaademás que “la auditoría de cuentas tendrá necesariamente que ser realizada por un auditor decuentas o una sociedad de auditoría”.

La auditoría de cuentas es, por tanto, un servicio que se presta a la entidad auditada y que afecta einteresa no sólo a ésta, sino también a terceros que se relacionen o puedan relacionarse con la misma,habida cuenta que todos ellos, entidad y terceros, pueden conocer la calidad de la información

Asignatura: Auditoría (F. ECONÓMICAS)Guía Docente


económico-contable sobre la cual versa la opinión emitida por el auditor de cuentas, sin que, por ende,pueda limitarse su uso y distribución.

Los alumnos de cuarto curso cuentan con gran parte de la formación necesaria requerida para elejercicio de la auditoría: Contabilidad General y Normas relativas a las Cuentas Anuales, ContabilidadSuperior (Contabilidad Analítica, Consolidación y Análisis Económico-Financiero), Materias Jurídicas (Derecho Civil, Derecho Mercantil, Derecho de Sociedades, Derecho Concursal, Derecho Tributario,Derecho del Trabajo y Seguridad Social ) y Otras Materias (Sistemas de Información Contable,Economía de la Empresa, Economía Política y Financiera, Matemática Financiera y Estadística, GestiónFinanciera de las Empresas ).

No obstante, el ejercicio de la auditoría requiere adicionalmente conocimientos específicos como son:Normas de Auditoría, Organización del Trabajo, Informes y Programación y procedimientos de Auditoría.

En este módulo, el profesor desarrollará los conocimientos básicos adicionales en el desarrollo de laprofesión de auditoría de manera que el alumno cuente con una ventaja competitiva, se sienta “cómodo” ante la posibilidad real de su ejercicio y que le permita una rápida integración en una Firma.

Competencias

Competencias básicas (ADE y ECO)

CB2) Que los estudiantes sepan aplicar sus conocimientos a su trabajo o vocación de una formaprofesional y posean las competencias que suelen demostrarse por medio de la elaboración ydefensa de argumentos y la resolución de problemas dentro de su área de estudio

CB5) Que los estudiantes hayan desarrollado aquellas habilidades de aprendizaje necesarias paraemprender estudios posteriores con un alto grado de autonomía

Competencias generales (ECO y ADE)

CG2. Identificar, integrar y utilizar los conocimientos adquiridos en el argumento, discusión oresolución de problemas relevantes para lo económico y empresarial

CG5. Desarrollar la capacidad de razonamiento autónomo y crítico en temas relevantes para loeconómico y empresarial

Competencias específicas optativas (ECO y ADE)

CE1) Obtener un conocimiento básico de cada uno de los pasos de la cadena de la actividad auditora.

CE2) Obtener un conocimiento básico de la relación entre riesgos de negocio, implicaciones en losestados financieros y riesgo de auditoría.

CE3) Obtener un conocimiento básico de las implicaciones del control interno en las sociedades.

CE4) Conocer y documentar pruebas de auditoría sobre áreas concretas de los estados financieros.

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CE5) Obtener la capacidad para interpretar un informe de auditoría.

Programa

El Programa es el siguiente:

TEMA 1. Introducción: ¿qué es la auditoría?

TEMA 2. El informe de auditoría

TEMA 3. El proceso de auditoría

TEMA 4. Efectivo y Otros activos líquidos equivalentes

TEMA 5. Existencias

TEMA 6. Inmovilizado material

TEMA 7. Activos financieros-Deudores comerciales

TEMA 8. Pasivos financieros-Acreedores comerciales

TEMA 9. Gastos de personal e impuestos

TEMA 10. Fase de terminación


La totalidad del material de la asignatura será proporcionado por los profesores y consistirá en losiguiente:

Presentación: Se corresponde con la realizada por los profesores.Entregables ("Hand-Outs"): Se trata de material técnico que complementa a la presentación.Casos Prácticos y Soluciones.

Con objeto de obtener un máximo aprovechamiento de la asignatura es recomendable que los alumnoscuenten con las presentaciones y los casos prácticos impresos antes del inicio de cada clase, los cualesestarán disponibles en ADI.

Los contenidos de la asignatura se trabajarán en sesiones presenciales y no presenciales.

1 Actividades presenciales (36 horas)

a Clases de exposición del profesor (20 horas): en las mismas se desarrollan los asuntos incluidos en

laspresentaciones y el material de apoyo (“Hand-Outs”) distribuidas con antelación a los alumnos.Asimismo se exponen los casos a preparar por los alumnos.

b Exposición de las soluciones sugeridas por los alumnos a los casos prácticospropuestos en la sesión anterior (16 horas). Durante la misma el profesor expondrátambién la solución sugerida por el mismo y solucionará las dudas relevantes.

2 Actividades no presenciales (20 horas)

Los alumnos deberán resolver los casos prácticos expuestos en clase. El objetivo esque apliquen los conocimientos obtenidos en la práctica en relación al proceso deauditoría en una sociedad.

Evaluación

El alumno tendrá que realizar un único examen final. El mismo tendrá una valoración de un 70%. Laparticipación de los alumnos en el transcurso de las clases así como el nivel de las preguntasrealizadas tendrá la restante valoración del 30%. En el caso de que el alumno no obtenga esta últimaparte de la valoración asociada a su participación, el examen final supondrá el 100% de la valoración dela asignatura.

El examen final consistirá en una prueba de test de 30 preguntas y en el desarrollo de un caso prácticoen base a los temas tratados durante el curso. En relación a este último, la fundamentación en base a lanormativa así como la solución aportada serán las claves para valorar la puntuación obtenida por elalumno y no exclusivamente la solución numérica.


Libros (OPCIONALES):

Manual de Auditoría Financiera (2003). Ed. Desclee de Brouwer. José Antonio Arcenegui, IsabelGómez y Horacio Molina Localízalo en la Biblioteca

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Textos legales:



El horario de atención será todos los miércoles de 11 a 12 horas en el despacho deprofesores asociados, previa solicitud por correo electrónico ([email protected])

El horario de atención será todos los lunes de 11 a 12 horas en el despacho deprofesores asocidados (Planta 2), previa petición por correo electrónico ([email protected]).

Teoría y Práctica de la Auditoría (Vol I y II) (2008). Ed. Pirámide. José Luis Sánchez Fernández deValderrama. Localízalo en la Biblioteca (Vol. 1) Localízalo en la Biblioteca (Vol. 2)

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Auditoría de Cuentas Anuales (2 Vol) (2011). Ed. Centro de Estudios Financieros. AlejandroLarriba Diaz-Zorita. Localízalo en la Biblioteca

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Ley 22/2015, de 20 de julio, de Auditoría de Cuentas. ●

Plan General de Contabilidad aprobado mediante REAL DECRETO 1514/2007, de 16 denoviembre.

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Presentation

http://www.unav.edu/asignatura/bcommunication1econom/

Business CommunicationBusiness communication I gives students a thorough grasp of the principles involved in businesscommunication. It makes them familiar with the most usual formats and genres through which spokenand written communication is carried out in the business context. Finally, Business Communication givesthem practice in the essential areas of: presentation, intercultural communication, marketing and crisiscommunication.

ECTs: 6

Professors: Xavier Oliver: [email protected] (coordinator)

Mónica Recalde: [email protected]

Schedule: Tuesday: 1-3 pm. Wensday: 1-3. Room 14

Courses: 3th, 4th, 5th, 6th

Semester: 1st

Subject: Optativa

Grade: International Degree of Management, Global Management and Law Double Degree

Languaje: English (every classes)

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competencies

Basic Competencies (Management and Economics)

BC2. Students should be able to apply their knowledge to their job or vocation in aprofessional way. They should be able to prove their general competencies bydeveloping and defending arguments and solving problems within their subject area.

General Competencies (Management and Economics)

Asignatura: Business Communication 1 (F. Económicas)Guía Docente


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GC2. Identifying, incorporating and using acquired knowledge in argument,discussion and problem solving as they apply to economics and business.

Specific Competencies (Management)

SC5. Understanding the concept of strategy within a business.

SC6. Analyzing the design of a business's goals and strategies.

SC8. Developing case studies on subjects related to economics and business.

Specific Competencies for Elective Subjects (Economics)

SC06. Acquiring and improving understanding of the practical aspects of business,including start-up, administration and evaluation.

SC07. Acquiring a deeper understanding of and sharpening skills in fields of studyparticular to business activities, such as accounting, finance, project managementand quality control.

Educational activities

The course follows a mixed methodology based on: 1. Lectures, 2. Practical classes and workshops,and 3. Simulations of real business tasks.

Lectures: 20 hours. Specific bibliography and resoruces.Workshops: 12 hours. To practice business communication skills. They are critical to the successof every organization despite its size, location, and its mission. Business communication practicesassist the company in achieving its objectives by informing, persuading and building a goodreputation as well.Oral presentation in groups: 8 hours. Improve the basic competence of oral communication.Business cases: preparation 10 hours. The professor put in ADI a business case to discuss inthe following classStudy: 50 hours. To prepare the business cases and the oral presentations in groups.Classes: 60 hours In classes the units of the programme will be developed.Total: 150 hours

Bibliography and other resources

Bibliography:

Locker, O. et al. (2004). Business Communication. Building Critical Skills. McGraw-Hill Find it in theLibrarya

Thill, J.V. and Bovée, C.L. (1999). Excellence in Business Communication. Prentice-Hall Find it in theLibrary

ber, S. (1992). Contemporary Business Communication. Houghton Mifflin Company. Find it in theLibrarya

Other resources:

www.dmnews.com

www.eventmarketer.com

www.marketingprofs.com


Programme1. Presentation. What has changed in the Marketplace?2. Presentation. What Matters Now3. Brands That Dream. Breaking Parity4. Brands that Dream: Breaking Parity5. Breaking Parity with Product Innovation

a. Case Snapple HBS 9-599-126b. Workshop: Parity breaking products

6. 6. Breaking Parity with Innovationa. Case: BCN Brand IESE M-1340-Eb. Workshop: Growing Horizontally

7. 7. Breaking Parity with Retaila. Case: Apple Stores IESE ME-0004-Eb. Workshop: Parity Breaking Retail Brands

8. 8. From Narrow to Widea. Case: Snappleb. Workshop: Brands that went from fashion to mainstream

9. 9. Breaking Parity with Emotionsa. Case: Corona Beerb. Workshop: Brands that broke away with emotions

10. 10. Breaking Parity in Luxurya. Case: Château Margaux HBS 9-507-933b. Workshop: Breaking parity in luxury brands

11. 11. Breaking Parity with Low Cost

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a. Case: Inditex IESE M-1081-Eb. Workshop: Breaking parity with Low Cost

12. 12. Breaking Parity in the Fast Moving Consumer Goods (FMCG) Sectora. Case: El Caserío IESE M-1189-Eb. Workshop: Breaking Parity in the FMCG sector

13. 13. Being the Best in the Worlda. Case: El Bulli HBS 9-509-015b. Workshop: Being the Best in the World

14. 14. Breaking Parity with Purposea. Case: DKV IESE M-1343-Eb. Workshop: Brands with a Purpose

15. 15. Closinga. Invictus

Evaluation

Convocatoria ordinaria:

Leadership communication (Xavier Oliver): 80% (Participation in class: 60%, individualexercices: 20%).

Individual and group excercices 20%: resolution of cases with original proposalsspecifying the relation to the theory, individual practices will be assessed taking intoaccount the correct theoretical as well as the presentation.

Examples: BBVA case, Apple case (in ADI)

Participation 60%: Individual interest is manifest both in attendance, as thequestions to the teacher, will be valued comments that may add content to theagenda and the proper resolution of cases.

Workshops (Mónica Recalde): 20% (Presentation task: 15%, participation in class: 5%)

Presentation task 15%: Will be assessed both formally and content. Regardingthe form of oral presentation ability, reasoning, the correct resolution and the formatof presentation. In terms of content, a clear structure, supported by data andresearch, well grounded and original proposals.

Examples: individual oral presentation and group presentations

Participation 5%: individual interest is manifest both in attendance, as the questions to the teacher,will be valued comments that may add content to the agenda and the proper resolution of cases.

Retaken

● In case of failing the course: final exam 100%

Office hours

Ask by e.mail to Professor Oliver: [email protected]

Timeline

Please see Program

Introduction

http://www.unav.edu/asignatura/businesscaecon/

Business Case Analysis

The objective of this course is to provide the student with a thorough understandingof how to analyze business cases, and how to effectively present their analysis.

Emphasis will be placed on oral presentation of case analysis andrecommendations. Students will participate in a time-limited case preparation and

presentation format.

The aim of the course is to develop students’ skill in solving case studies from real business in teamsand improve their presentation skills. This course will give the students fundamental knowledge, skillsand practice in preparing and presenting case studies for classes and the real world (and possibly casecompetitions). This course will explore ways that can better prepare the students for case studies

Asignatura: Business Case Analysis (Económicas)Guía Docente


School of Economics and Business●

Elective course. 6 ECTS●

Spring semester●

Wednesdays, 15:00 to 19:00. Room 02●

Language: English●

Instructor: José Luis de Cea-Naharro ([email protected]) and Ricardo Perez Merino([email protected])

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including professor coaching, preparation and presentation feedback, debating, persuasivecommunications and cross-discipline work. Students will acquire presentation, leadership, team building,analytical and logical thinking skills.

Participation and attendance are absolutely necessary for this course to be a success. Learning fromothers and providing feedback are crucial learning elements. Participation does not simply mean“speaking”. Quality as opposed to quantity has to be stressed here. Contributing valuable insights andexperiences, providing direct feedback, making strong recommendations and asking high-gain questionsall constitute high-quality participation.

To participate in this course, you are not required to compete in a case competition, however, studentsare certainly encouraged to.

Seattle. Global Case Competition

Montreal. John Molson Undergraduate Case Competition

Vancouver. International Finance Case Competition Simon Fraser University

Singapore. APEX Singapore Management University

San Diego.

VIDEO CASE COMPETITIONS

Competences


BC3. Students should be able to gather and interpret relevant data (normally withintheir field of study) in order to make judgments that encompass consideration ofrelevant social, scientific and ethical topics.


GC5. Developing the capacity for independent critical thought on matters relevant toeconomics and business.

GC6. Communicating results and analyses useful in economics and business, bothverbally and in writing.




Specific Competencies for Elective Subjects (Management)

SC08. Developing a more sophisticated understanding of accounting techniques.

SC09. Developing a more sophisticated understanding of finance techniques andpractices.

SC10. Developing a more sophisticated understanding of business in theory andpractice in areas such as administration and decision making.

SC11. Developing a more sophisticated understanding of basic tools for theplanning, programming and control that make business activity possible.

Schedule

SESSION DATE PRESENTING PROFESSOR

1 JAN 11Introduction and

presentationLecture: strategy and

JLC

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Office hours

José Luis de Cea-Naharro. [email protected]

Make an appointment in advance by mail: [email protected]

Ricardo Pérez Merino. [email protected]

Assessment

The evaluation for the regular session will be done acording to the following criteria:

Presentations 55%

Participation as judges 10%

marketing

2 JAN 18 Lecture: finance RPM

3 JAN 25 T1 – T2 – T3 – T4 – T5 JLC

4 FEB 1 T6 – T7 – T8 –T9 – T10 RPM

5 FEB 8 T1 – T2 – T3 – T4 – T5 RPM

6 FEB 15 T6 – T7 – T8 –T9 – T10 RPM

FEB 22 SCHOOL’S PATRON DAY

7 MAR 1 Guest speaker RPM

8 MAR 8 T1 – T2 – T3 – T4 – T5 JLC

9 MAR 15 T6 – T7 – T8 –T9 – T10 JLC

10 MAR 22 T1 – T2 – T3 – T4 – T5 JLC

11 MAR 29 T6 – T7 – T8 –T9 – T10 RPM

12 APR 5 T1 – T2 – T3 – T4 – T5 JLC

APR 12 EASTER HOLIDAYS

APR 19 EASTER HOLIDAYS

13 APR 26 T6 – T7 – T8 –T9 – T10 JLC

Attendance 5%

Professor's evaluation 10%

Final exam 20%

The presentations will be evaluated according to the criteria described in the "presentation feedbacksheet" that is available under the "documents" section. Basicaly, 70% will relay on the quality of theanalysis and proposal, and 30% for the comunication's skills. The team elected as "first team" will obtaina 100% of the presentation's grade, "second team" will obtain a 90% of the presentation's grade, the"third team" will get an 80% of the presentation's grade, the "fourth team" will get a 70% of thepresentation's grade and the "fifth team" will obtain a 60% of the presentation's grade.

The participation as judges will be evaluated by the professor according to the quality of the questionsmade by the students, and the feedback provided to the presenting teams.

The attendance will be evaluated with the "case recap sheet" handed for every case in class.

The professor reserves a 10% of the final grade to evaluate the presentations, in class participation,feedback provided in class and team work.

Due to this evaluation system, outgoing students on exchange or in the IESE Program will not be able totake this course.

EXAMS SPECIAL SESSION

Those students that fail the course in the regular session will have to take an exam in June. They willhave to solve a busisess case individualy, and it will count 70% of the final grade. The other 30% will bethe work done during the regular session.

Bibliography

REQUIRED READINGS

Compilation of business cases

RECOMMENDED READINGS

“In the Line of Fire – How to Handle Tough Questions When It Counts”. Weissman, Jerry. PearsonPrentice Hall. Localízalo en la Biblioteca

“The Case Study Handbook”. Ellet, William. Harvard Business School Press. Localízalo en la Biblioteca

“Beyond bullet point”. Atkinson, Cliff. Microsoft Press, 2008. Localízalo en la Biblioteca

“Slideology”. Duarte, Nancy. O’Reilly Media, 2008. Localízalo en la Biblioteca

"Case in Point". Cosentino, Marc. Burgee Press. 2013 Localízalo en la Biblioteca



The above mentioned objectives will be met through a mixture of lecture, case analysis, and classdiscussion.

The first day of class is the only planned lecture. Case analysis methods and presentation skills will bediscussed as well as the specific rules of case competitions.

Thereafter, the general principles will be hammered home and refined through a series of practicesessions:

» Students will be grouped in teams of 4 members. Each team will make at least 3 in classpresentations of cases. They will be expected, on the honour system, to spend no more than 3 hourspreparing a power point presentation of the assigned case and make a 12 minute presentation to therest of the class.

» Other team will be assigned as judges for each session and they will have the prime responsibility forrebuttal of each case, along with the instructor (see “presentation feedback sheet”).

» Everybody is expected to have read all the assigned cases prior to class so that everyone is capableof making a positive contribution. Students other than presenters will prepare an executive summaryprior to class (see “case recap sheet”) and will be able to give feedback to the teams presenting.

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Presentación

http://www.unav.edu/asignatura/creaempresaseconom/

Creación de empresas (F. ECONÓMICAS)PRESENTACIÓN

Descripción de la asignatura

Esta asignatura intenta dotar a los estudiantes de la metodología y los conocimientos fundamentalespara crear empresas innovadoras en el actual contexto empresarial. La aceleración de los cambiostecnológicos está favoreciendo que nuevas empresas con modelos de negocio innovadores ycrecimientos muy fuertes se conviertan en pocos años en líderes en su sector y cambien porcompleto las reglas de juego del propio sector. Se pretende que los estudiantes aprendan cuál es elproceso más adecuado para crear una empresa en este contexto.

Datos Generales

Asignatura optativa de 3 ECTSNúmero de horas de trabajo del alumno: aproximadamente 75 horasSemestre: 2ºIdioma en que se imparte: castellanoHorario de clases: Martes de 17:00 a 19:00Aula B2Profesor: Jokin García Pérez ([email protected])Módulo: Módulo IVMateria: Optativas

Competencias


CB5) Que los estudiantes hayan desarrollado aquellas habilidades de aprendizajenecesarias para emprender estudios posteriores con un alto grado de autonomía

Asignatura: Creación de empresas (F. ECONÓMICAS)Guía Docente


1.2.3.4.5.6.7.8.9.10.11.


CG5. Desarrollar la capacidad de razonamiento autónomo y crítico en temasrelevantes para lo económico y empresarial

CG6. Saber comunicar oralmente o por escrito resultados y análisis de utilidad en loeconómico y empresarial

Competencias específicas optativas (ECO)

CE06) Conocer y/o profundizar aspectos prácticos de la empresa, tales como por ejemplo, la creación,administración, valoración de empresas etc.

CE07) Profundizar en los conocimientos y/o habilidades de áreas propias del estudio de la actividad empresarialtales como, por ejemplo, la contabilidad, las finanzas, la dirección de proyectos, el control de calidad, etc.

Competencias específicas optativas (ADE)

CE10) Conocer de forma más avanzada aspectos teórico-prácticos de la empresa,como por ejemplo en la administración y toma de decisiones

CE11) Conocer de forma más avanzada de los instrumentos fundamentales para laplanificación, programación y control que soportan las actividades de la empresa

CE14) Utilizar en la práctica laboral los conocimientos, capacidades o competenciasde las áreas de economía o empresa

Programa

PROGRAMA DE LA ASIGNATURA

Emprendedores y la creación de empresas innovadoras.Las ideas de negocioEl modelo de negocio y su diseño.La validación del modelo de negocio.El movimiento lean startup y su metodología.El proceso de desarrollo de clientesEl plan de negocio.Aspectos de marketing del plan de negocio.Aspectos financieros del plan de negocio.

Aspectos legales de la creación de empresas.Presentación de proyectos empresariales


ACTIVIDADES FORMATIVAS

Clases expositivas (30 horas)

En estas clases se explicarán los aspectos más relevantes del programa de laasignatura. Al finalizar cada tema, se pondrán en ADI tanto los documentos que elprofesor considere necesario que el alumno tenga, como diversas cuestiones sobreel tema, para orientar y facilitar el estudio.

Trabajo personal (45 horas)

Tiempo dedicado a la preparación de los ejercicios de la asignatura, revisión denotas técnicas y documentos subidos por el profesor a la plataforma ADI.

Tutoría

Los alumnos podrán acudir a la tutoría previa cita con el profesor (se ruega enviarun email al menos el viernes anterior) para resolver dudas que hayan podido surgiren relación a la asignatura.

Evaluación

EVALUACIÓN:

Convocatoria ordinaria de Mayo:

Se evaluarán: Entrega de trabajos/ejercicios: 40%Participación en clase: 20%Examen final: 40%Los alumnos que obtengan una calificación mínima de 7 en Nota Trabajos x 2/3 + Nota Participación x1/3, quedarán eximidos de realizar el examen final de la asignatura y su nota será Nota Trabajos x 2/3 +Nota Participación x 1/3Convocatoria extraordinaria de Junio:

Examen de Junio: 70%

Nota acumulada durante el curso: 30%


RECURSOS y BIBLIOGRAFÍA

En ADI estarán disponibles guías, manuales, artículos, presentaciones y enlacesa documentos audiovisuales referentes a todo el contenido de la asignatura.

Bibliografía en la que se basa el contenido impartido:

Otra bibliografía complementaria de interés para profundizar en algunas áreas:



HORARIO DE ATENCIÓN

Martes de 19:00 a 21:00 h.

Se enviará previamente (el viernes anterior) un correo electrónico para poderconfirmar los turnos de celebración.

Despacho 2300 en 2ª Planta Hilera

Generación de modelos de negocio. Alexander Osterwalder & Yves Pigneur.Deusto. 2010. Localízalo en la Biblioteca

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El método lean startup. Eric Ries. Deusto. 2011. Localízalo en la Biblioteca●

Emprendiendo hacia el 2020. Pedro Nueno. Ed. Deusto, 2009. Localízalo en la Biblioteca●

El manual del emprendedor. Steve Blank y Bob Dorf. Gestión 2000.2012. Localízalo en la Biblioteca

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Finanzas para emprendedores. Antonio Manzanera. Deusto. 2010 Localízalo en la Biblioteca●

El viaje de la innovación. Carlos Domingo. Gestión 2000. 2013 Localízalo en la Biblioteca●

Presentación

E-CommerceProfessor: Pedro Mir

[email protected]

Description

This course examines the concepts, technology, and applications of electroniccommerce, or e-commerce. Since users can engage in e-commerce from a fixed

device (e.g., PC) or from a mobile device (e.g., mobile phone) we will examine bothtraditional fixed e-commerce and mobile e-commerce or m-commerce. The course

begins by setting the context for ecommerce within the domain of informationsystems. Then the course examines e-commerce in detail. It presents general

concepts about e-commerce and demonstrates them with a case study. It explainscharacteristics and examples of B2C e-commerce, and examines the rising role of

social commerce. It discusses B2B e-commerce and contrasts it with B2Cecommerce. It examines security and payment in e-commerce. It explains the

technological infrastructure needed to support an e-commerce system and describeshow e-commerce systems are built. Next the course examines m-commerce in

detail. It presents m-commerce concepts and discusses the technology needed form-commerce. It examines the range of m-commerce applications and discussesmobile security and payment. The course concludes with a presentation on the

future of e-commerce.

Competencias


BC4. Students should be able to convey information, ideas, problems and solutionsto both specialized and general audiences.



Asignatura: E-commerce (F. Económicas)Guía Docente






SC14. Applying the knowledge, skills and competencies acquired in the areas ofeconomics and business in internships.

SC15. Acquiring knowledge, skills and abilities that are complementary to educationand training in economics and business.

Programa

The objectives:

The goal is to teach students how to use information and communication technologies for thecompany to compete successfully in global markets, find new and maintain existing customers withminimal costs. The course consists usually of several basic lectures and some special lectures byexperts from practice

Chapters Summary:

1-Orientation: Overview of the Course

2-Introduction to Internet Business CH 1

3-Infrastructure The Internet and Technology CH 2

4-Business Models for Internet Business CH 2

5-Internet Business & Marketing I: Basic Marketing Concepts & Technology CH 6

6-Internet Business & Marketing II: B2C and B2B Marketing and Branding Strategies CH 6

7-E-Commerce Advertising I CH 7

8-Guest Speaker

9 E-Commerce Advertising II CH 7

10-E-Commerce Retailing & Services CH 11 1

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11-Online Media: Publishing & Entertainment Industry CH 9

12-Social Networking, Communities, & Actions I CH 10

13-Social Networking, Communities, & Actions II CH 10

14-E-Commerce & Ethics CH 8


Discussions in ClassLecturesArticles & EssaysFinal Exam

Evaluación

Learning Outcomes

Upon completing this course the student will be able to:

1. Explain the characteristics and functions of electronic commerce including mobilecommerce.

2. Describe the process of developing electronic commerce sites and mobilecommerce applications.

3. Implement an electronic commerce site using open source software.

4. Explain fundamental characteristics of electronic markets.

5. Describe common business models used in B2C and B2B electronic commerce.

6. Discuss the impact of social media on e-commerce.

7. Describe security and payment in electronic commerce including mobilecommerce.

8. Describe the technology used in mobile commerce.

9. List common applications in mobile commerce.

10. Speculate on the future of electronic commerce.

Assignments: 50%

Final Exam: 50%

Extra Credit: 10%

Optional (potential of up to 1 point added to final grade)

Current Articles (News Papers, Magazines, Blogs, Wikis, & Etc.) E-Commerce issuch a dynamic topic, with ever-changing issues, controversies, companies, people,and company alliances.

You are expected to help keep all of us up to date by referring to relevant newsarticles in class.

To receive the extra credit:

(1) You must notify me at least one week in advance and submit the copy of thearticle (No extra credit will be given on Week 8, Week 14, Week 15)

(2) The date you brought it up for the class discussion, you must bring the article anda one-page report.

(3) A one-page report must include:

(a) A summary of the main points

(b) A discussion of how it relates to the internet business environment

(c) A personal reflection on the relevance of the event to you.


Course Materials: All PowerPoint slides and other course materials will be postedonline.

Suggested Reading: Efraim Turban, et al., Electronic Commerce: A Managerialand Social Networks Perspective 2012, 7th edition, Pearson, 2012, ISBN: 0-13-214538-3. Find it in the Library

"MARTketing, The heart and the Brain of Branding", Sanchez Lamelas, Javier, 2016,LID Editorial Find it in the Library


Classes: Friday 15:00 - 18:00 (Meetings upon request)

Prof. Pedro Mir

email: [email protected]

https://es.linkedin.com/in/pedromir1

Introduction

http://www.unav.edu/asignatura/finanderivateconom/

Financial Derivatives (F. ECONÓMICAS)

Financial Derivatives (year 2016/17)

Topic of the course: This course is focused on the following financial derivative products: forward,futures, option, and swap contracts. The course provides an introduction to these financial assets anddiscusses some topics related to their pricing, trading strategies, and risk management of portfoliosusing financial derivatives.

Competences

The objectives of this course are as follows. First, to give a general overview of the financialderivatives contracts and markets. Second, to explain the concept, payments, parties, functioning,and risks of the forward, futures, and option contracts. Third, to present different types of forward,futures, and option contracts according to the underlying asset and to explain trading and riskmanagement strategies based on these contracts. Fourth, to explain how to price different types of

Asignatura: Financial Derivatives (F. ECONÓMICAS)Guía Docente


Professor: Jessica Alfaro●

Course: Financial Derivatives●

Type of course: Elective●

Number of ECTS Credits: 6 ●

Taught in: English●

Semester: Second●

Time period of classes: January - May, 2017●

Time and location of classes:●

Mondays 15:00 - 17:00 (Aula 5, Edificio Amigos)

Tuesdays 12:00 - 14:00 (Aula 5, Edificio Amigos)

forward, futures, and option contracts in discrete time and continuous time frameworks. Fifth, toexplain other financial derivatives such as currency swaps, interest rate swaps or credit derivativesswaps. Sixth, to use Excel and other programming packages to solve practical exercises related topricing derivatives.

The competences that correspond to the content, methodology, and evaulation of this course are thefollowing:





GC7. Knowing the different settings in which work is done: circumstances andmarkets, as well as historic, legal and humanistic contexts.






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Program

1. Introduction to derivative markets and instruments

Derivatives and derivatives exchangesMajor types of derivativesUsefulness, pros and cons of derivative markets

2. Forward markets and contracts

Definition, payments, parties and risksSettlement and termination of positions in a forward contractEquity and bond forward contractsForward rate agreements (FRAs)Currency forward contracts

3. Futures markets and contracts

Definition, payments, parties, and characteristicsDaily settlement and marginsComparison of forward and futures contractsConvergence of futures prices to spot price and arbitrage opportunitiesStrategies using futures (hedging vs. speculation)Basis riskTreasury bills, Eurodollar, Treasury bond, stock index and currency futures contracts.

4. Determination of forward and futures prices

Cash and carry arbitrage valuationValue of a forward contract prior to expirationPricing of equity forward, fixed income forward, currency forward and forward rate agreementcontractsPricing treasury bills, Eurodollar, Treasury bond, stock index and currency futures contracts.

5. Option markets and contracts

Call/put options, European/American options, and option positionsTypes of options in terms of underlying instruments

Foreign currency options, index options, interest rate options, bond options, options on futuresand commodity optionsInterest rate caps, floors, and collars

Option payoffsMoneynessIntrinsic value, time value and their relationship

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Upper and lower bounds for option pricesFactors affecting option pricesPut-call parityRisk management applications of option strategiesPricing interest rate options and options on assets using one period binomial modelsIntroduction to Black-Scholes-Merton Model

6. Swap market and contracts


Content:

The content of the course consists of a general introduction to derivatives contracts and markets andfive topics that refer to the four different types of derivatives: forward contracts and futures, options, andswaps.

Structure of the lectures and tutorials:

The content will be covered in lectures and tutorials. Attendance is compulsory and an appropriatecertificate will be required in case of absence.

Homework:

Homework will be posted in ADI at least one week before the deadline. A copy of the homework will behanded in to the professor at the beginning of the class. The problem sets should be done individually,and they will be solved in class by the professor with student participation. Students will participate in theCME trading challenge in teams and give two in class presentation with their teams. Class participationwill be mandatory and case studies, articles, video clips, business snapshots from the book etc. may beused.

Exams:

There will be a final exam at the end of the course that will last 3 hours and a mid-term exam.

Assessment

May:

Homework: 10 percentGroup trading game and presentation: 15 percentParticipation and attendance: 10 percentMidterm exam: 25 percentFinal exam: 40 percent

June (extraordinary):

Homework: 10 percentMidterm exam: 20 percent

● Final exam: 70 percent

Bibliography and Resources

Main reference:

Hull, 2012. Options, Futures, and Other Derivatives (Global Edition) Prentice Hall (8th Edition) Find it inthe Library

Power Point slides, Excel files, and other materials uploaded to the ADI website

Weekly reading of The Wall Street Journal or Financial Times, among other newssources

Other references:

Lewis, 2010. The Big Short. Find it in the Library

Baxter and Rennie, 1996. Financial Calculus: An Introduction to Derivative Pricing, New York :Cambridge University Press. Find this book in the Library

Baz and Chacko, 2004. Financial Derivatives: Pricing, Applications and Mathematics, Cambridge. Findthis book in the Library

Bodie, Kane, and Marcus, 2009. Investments, McGraw-Hill, New York. Find this book in the Library

Hunt and Kennedy, 2000. Financial Derivatives in Theory and Practice, John Wiley and Sons,Chirchester. Find this book in the Library

Kolb and Overdahl, 2003. Financial Derivatives, John Wiley and Sons, New Jersey. Find this book in theLibrary


Office hours

Office hours will be held from 17:00 PM - 19:00 PM on Mondays and 10:00 AM - 12:00 PM on Tuesdays.

Office is located at 2300, 2ª planta Hilera, Edificio Amigos and the office phone number is 803434.

Introduction

http://www.unav.edu/asignatura/humanresourceseconom/

Human Resources (F. ECONÓMICAS)

Course name: HUMAN RESOURCE MANAGEMENT

Faculty: SCHOOL OF ECONOMICS AND BUSINESS ADMINISTRATION

Department: BUSINESS ADMINISTRATION

Year: FOURTH

Duration: QUARTERLY (THREE-MONTHLY)

Credits: 6

Requirement: NONE

Professor: Begoña Urien Angulo

Type of Course (Core, Required, In-Program electives, Open Electives): CORE

Language: ENGLISH

Asignatura: Human Resources (F. ECONÓMICAS)Guía Docente


Competences

This course aims to describe and explain the most recent trends concerning human resourcemanagement. More precisely, the course´s objectives are:

- To learn the key concepts and functions of Human Resource Management considering thisorganizational function as a strategic area of management.- To study human behaviour in today´s complex and global organizations.






SC08. Acquiring and improving understanding of different aspects of modern culture,including literature, religion and art.

SC09. Having comprehensive discussions on diverse topics in humanistic contexts.




Program

The course offers a basic introduction to human resource management functions and includes the

following themes:

CHAPTER 1: Managing Human Resources. Overview

CHAPTER 2: Trends in HRM

CHAPTER 3: Work design and job analysis

CHAPTER 4: Human resources planning

CHAPTER 5: Recruitment

CHAPTER 6: Selection

CHAPTER 7: Training and development

CHAPTER 8: Performance appraisal

CHAPTER 9: Compensation

The course also offers an overview of organizational behaviour topics throughout students´presentations:

PRESENTATION 1: Organizational culture

PRESENTATION 2: Motivation

PRESENTATION 3: Leadership

PRESENTATION 4: Teamwork

PRESENTATION 5: Conflict management

PRESENTATION 6: Communication

PRESENTATION 7: Change management

PRESENTATION 8: Diversity management

PRESENTATION 9: Time management

PRESENTATION 10: Decision making

PRESENTATION 11: Emotional intelligence.

Each group should prepare a presentation with the guidance of the professor, who will suggestbibliography and resources and will provide a script with the concepts that have to be covered.

Educational ActivitiesThere will be a balance between theory and practice. Every lecture will be followedby a case or exercise aimed to assure that the student has understood the conceptsexplained and is able to apply the theory to real life situations. The use of the casemethod will have particular relevance. There will be room for individual and group

work.

The weekly session will be divided in three parts:

- The class starts with the discussion of the case or exercise provided by theprofessor the former week. The professor clarifies concepts, encourages opendialogue and critical thinking. - The professor gives a lecture related to a new human resource function(chapters 1 to 9) and provides an exercise or a case for the students to prepare athome for next session.

- Finally, a group makes a presentation related to the organizational behaviourtopics listed above. The rest of the class assesses the presentations made by theirpeers. The assessment will take into consideration aspects as: content, duration,clarity, entertainment, creativity and quality of the slides, interaction with the publicand ability to answer questions.

There will be a balance between theory and practice. Every lecture will be followedby a case or exercise aimed to assure that the student has understood the conceptsexplained and is able to apply the theory to real life situations. The use of the casemethod will have particular relevance. There will be room for individual and groupwork.


- The class starts with the discussion of the case or exercise provided by theprofessor the former week. The professor clarifies concepts, encourages opendialogue and critical thinking.

- The professor gives a lecture related to a new human resource function(chapters 1 to 9) and provides an exercise or a case for the students to prepare athome for next session.


Assessment

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Class Participation: 20%Tests: 60%Group presentation: 20%

Class participation will be measured by the accomplishment of cases / activities and the submission ofarticles.

There will be two tests; the first one about halfway through the semester (mid-term exam), and thesecond one will be in the official call. If you do not pass the first test (5), you have a second opportunityin the official call. If you don’t pass this second test you’ll have to go to the extraordinary call (June).Official and extraordinary calls will have two modalities: only 2nd part or all the themes. Youcan also take the official call exam with all the themes if you want to improve your grade.

The group presentation is an essential requirement to pass the course. In case a student does notparticipate in this group activity, he or she will have to submit it as an individual project.

All the students that fail the course and have to attend the extraordinary call in July need to complete theactivities / cases not presented during the course, have to prepare the presentation individually if notdone in group and have to do the test on the official date. All three parts maintain the same weight thanin the ordinary call.


Armstrong, M. (2010). Armstrong’s Essential. Human Resource Management Practice, London –Philadelphia: Kogan Page. Localízalo en la BibliotecaBohlander, G., Snell, S. (2013). Principles of Human Resource Management. 16th ed.(International edition). South-Western: CENGAGE Learning (e book UNAV library). Localízalo en la BibliotecaDolan, S., & Lingham, T. (2011). Introduction to Organizational Behavior. Logan (UT):BookEducator. http://www.introtoob.com/ Dolan, S., Valle Cabrera, R., Jackson E. S., & Schuler, R. S. (2007). Human ResourceManagement (3ª Ed.). New York: McGraw Hill. Ivancevich, J.M. (2007). Organizational Behaviour (7ª Ed.). New York: McGraw Hill. Localízalo enla BibliotecaLuthans, F. (2008). Organizational Behaviour (11ª Ed.). New York: McGraw Hill. Noe, R., Hollenbeck, J., Gerhart, B., & Wright, P. (2009). Fundamentals of Human ResourceManagement (3rd.Ed.) New York: McGraw Hill. Localízalo en la BibliotecaRobbins, S. & Judge, T. (2010). Organizational Behaviour, (14ª Ed.). London: Pearson. Localízaloen la Biblioteca


Office Hours and contact information

E-mail address: [email protected]

Office: 4080. Tower, 4 floor.

Office Hours: Wednesdays, from 8:30 am. to 9:45 am.

Students who need to contact with the Professor at any other time, please send an email to make anappointment.

Introduction

http://www.unav.edu/asignatura/reportingeconom/

Advanced International Financial Reporting Standards

Professor: Germán López Espinosa

In a globalized economy, the capital markets around the world must provide high-quality andhomogeneous across countries financial information, fulfilling the needs of their users and regulators.The International Financial Reporting Standards, due to their large international acceptance, representthe language able to meet this purpose.

International accounting standards essential for growth

TAKATSUGU OCHI

“Japan has not seen many opportunities to link accounting standards to economic growth, but systemdesign based on the understanding of the importance of financial reporting and the roles of accountingstandards is a basic need for any country's growth. This is because confidence in the transparency andthe integrity of financial reporting is extremely important for realizing the effective functions of, andefficient asset distribution within, capital markets as well as maintaining the stability of internationalfinance.”

Year: Fourth

Level: Advanced

Period: Second Semester

Type of course: Optional. It belongs to the Accounting and Finance stream

Credits: 6 ECTS (European Credit Transfer System) credits

Background required: Accounting I and II

Asignatura: International Financial Reporting Standars(F.Económicas)

Guía DocenteCurso académico: 2016-17

Competences


BC4. Students should be able to convey information, ideas, problems and solutionsto both specialized and general audiences.

BC5. Students should have developed the learning skills necessary to undertakehigher programs of study with greater independence.









Program

Chapter 1: IFRS and US GAAP

Chapter 2: The Equity-Liabilities Distinction

Chapter 3: Consolidated Financial Statements (IFRS 10) and Related Disclosures (IFRS 12)

Chapter 4: Accounting for Business Combinations (IFRS 3) and Consolidated Financial Statements(IFRS 10)

Chapter 5: Joint Arrangements (IFRS 11) and Related Disclosures (IFRS 12)

Chapter 6: Fair Value Measurement (IFRS 13)

Chapter 7: Revenue from Contracts with Costumers (IFRS 15)

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Chapter 8: Statement of Cash Flows

Chapter 9: Reporting Derivatives. Netting and Off-setting under US GAAP and under IFRS

Educational Activities

Theoretical and practical classes.Real Case studies for analyzing the most complex issues related to IFRS 3,IFRS 10, IFRS 11, IFRS 12, IFRS 13, IAS 1, IAS 7, IAS 32 and IAS 34.

Assessment

May Examination:

- Mid-term exam: 30%

- Final exam: 40%

- Presentations: 30%

Includes: The presentation of an IFRS project in class (Professor will assign students to groups of 4).

The Professor will also take into account the cases solved and presented in class, questions answeredin the theory sessions and problems solved in the practical sessions.

The final grade will be “NO SHOW UP” if the final exam is missed. Any attempt to cheat will be severelypenalized.

June Examination:

-Final Exam: 70%

-Class participation: 30%


Useful Information about Financial Reporting Standards. Links:

- IFRS Foundation:

http://www.ifrs.org

- Deloitte IFRS website:

http://www.iasplus.com

http://www.deloitteifrslearning.com

- Ernst & Young IFRS website:

http://www.ey.com/GL/en/Issues/IFRS

- Grant Thornton International IFRS Website:

http://www.gti.org/Publications/ifrs-publications/index.asp

- KPMG IFRS Institute:

http://www.kpmgifrsinstitute.com/

- PWC IFRS publications:

http://www.pwc.com/gx/en/ifrs-reporting/publications/index.jhtml


Office hours

Professor:

Germán López Espinosa ([email protected])

Office: 2200 (Amigos Building)

Office hours: Monday 11.00 - 14.00

Presentación

LOGÍSTICA 2016-2017

Asignatura: Logística (F. ECONÓMICAS)Guía Docente


Descripción de la asignatura

En esta asignatura se estudian las operacioneslogísticas de una empresa. Se entiende poroperaciones logísticas, todas aquellas actividadesnecesarias para la producción o prestación de unservicio que impliquen el movimiento de materiales,tanto dentro de la empresa como fuera de ella. En laprimera parte de la asignatura se estudian todas lasactividades relacionadas con la logística externa, yen la segunda parte se estudia la logística interna.

Datos GeneralesAsignatura OPTATIVA de 6 ECTS●

3º-4º curso ADE-ECO; 4º-6ª DOBLES ADE-ECO+DERECHO, 1º semestre●

Idioma en que se imparte: ESPAÑOL●

Primer día de clase: 1.09.2015●

Último día de clase: Por definir●

Horario de clases: Martes de 15:00 a 16:45 -Aula 05- y Jueves de 17:00 a 18:45 -Aula 04- en elEdificio de Amigos.

●

Profesor: Pablo Mendivil Landa ([email protected])●

PRACTICAS CON EL SOFTWARE W2MO - LOGIVATIONS

Logivations is the international consulting and software solutions provider with headquarters in Munich. Thecompany develops innovative solutions based on advanced web technologies for holistic design andoptimization of all logistics aspects. The software solution W2MO is the leading Internet platform forlogistics design, 3D-simulation, optimization, performance evaluation and operational management oflogistics processes. W2MO has a user-friendly interface and can be easily integrated. Now more than

Competencias


CB3) Que los estudiantes tengan la capacidad de reunir e interpretar datos relevantes (normalmentedentro de su área de estudio) para emitir juicios que incluyan una reflexión sobre temas relevantes deíndole social, científica o ética


CG6. Saber comunicar oralmente o por escrito, resultados y análisis de utilidad en lo económico yempresarial

Competencias específicas para asignaturas optativas (ECO)

CE06) Conocer y/o profundizar aspectos prácticos de la empresa, tales como por ejemplo, lacreación, administración, valoración de empresas etc.

CE07) Profundizar en los conocimientos y/o habilidades de áreas propias del estudio de la actividadempresarial tales como, por ejemplo, la contabilidad, las finanzas, la dirección de proyectos, elcontrol de calidad, etc.

Competencias específicas para asignaturas optativas (ADE)

CE10) Conocer de forma más avanzada aspectos teórico-prácticos de la empresa, como por ejemploen la administración y toma de decisiones

CE11) Conocer de forma más avanzada de los instrumentos fundamentales para la planificación,programación y control que soportan las actividades de la empresa

Programa

TEMA 1. Introducción a la Logística.

TEMA 2: Gestión de la cadena de suministro.

TEMA 3: Planificación de la Producción.

TEMA 4: Logística de Aprovisionamiento/Distribución.

30.000 professional users worldwide enjoy W2MO directly from the cloud. W2MO has been nominatedseveral times, including for the “Best Product” at LogiMAT 2011. Gartner Inc., the US research andadvisory corporation, highlighted Logivations in their 2013 report on “Cool Vendors in Supply ChainManagement Applications”. Moreover, in the latest report for “Supply Chain Execution Technologies,2015”, Gartner mentions Logivations as “Sample Vendor” for “Warehouse Resource Planning andScheduling”.

TEMA 5: Transporte.

TEMA 6: Diseño y gestión de almacenes.

TEMA 7: Gestión de inventarios

TEMA 8: Logística inversa.

RESOLUCION DE CASOS

VISITA LOGISTICA

PARTICIPACION EXPERTOS


Actividades presenciales: 54 horas.

1. Clases expositivas: 36 horas

En estas clases se explican los aspectos más relevantes de los temas incluidos en el programa.El contenido de las clases se suministrará con anterioridad en ADI, siendo recomendable que los alumnos acudan a las clases habiendo leído previamente dicha documentación.

Objetivos de competencias de habilidades: 1 a 6.

Objetivos de competencias de contenidos: 1 a 6.

2. Prácticas de ordenador: 6 horas.

Prácticas con el Programa informático W2MO, que nos ayuda a adoptar soluciones óptimas antediferentes retos logísticos que se nos pueden plantear.

Objetivos de competencias de habilidades: 1, 2, 4, 5.

Objetivos de competencias de conocimientos: 1 a 6.

3. Resolución de casos: 6 horas

Análisis de casos para la resolución y análisis de empresas reales, donde se analizan susdecisiones y estrategias de logística.

Objetivos de competencias de habilidades: 1, 2, 3, 4, 6

Objetivos de competencias de contenidos: 1, 6.

4. Visitas y sesiones con expertos: 6 horas.

Nos ayudarán a conocer experiencias reales y salidas profesionales en el ámbito de la logística.

Objetivos de competencias de habilidades: 5.

Objetivos de competencias de contenidos: 1.

Actividades no presenciales: 90 horas.

1. Tutorías: 1 horas (individual o en grupo)



2. Trabajo individual: 89 horas.



Evaluación: 5 horas.



EvaluaciónExámenes: 60%Habrá un examen parcial en el mes de octubre. Si se saca más de un 5, el alumno podrá liberaresa parte del examen final.

Participación: 15% (Participación y Asistencia a clases y actividades, yComentario de la noticia actual sobre Logística)

Trabajos: 25%

Trabajo en grupo:

Durante las primeras clases del curso se plantearán posibles temas para que los alumnos, engrupos de 3, vayan escogiendo el tema de su trabajo.

Los trabajos se expondrán en clase (15 minutos por grupo, aproximadamente) a partir de laprimera semana de noviembre.IMPORTANTE:Si se libera el primer parcial (más de 5), la media de la nota de éste con el segundo debe ser, mínimo, 4, para poder aprobar la asignatura.Los alumnos que se examinen en diciembre de toda la asignatura, deberán sacar, mínimo, 4, paraaprobar la asignatura.

CONVOCATORIA EXTRAORDINARIA:

•15% Trabajo Presentación en clase•10% Organización Jornada Logística

Examen final: 60%Este examen será sobre el total del contenido, y habrá que sacar, mínimo, 4, para aprobar laasignatura.

Se mantendrá la nota obtenida en Participación y en Trabajos durante el curso (40%).Bibliografía y recursos

Bibliografía recomendada

R.H. Ballou (2004), “Logística: Administración de la Cadena de Suministro”, Prentice-Hall. Localízalo en la Biblioteca

A. Errasti (2011), “Logística de almacenaje”, Pirámide. Localízalo en la Biblioteca


Introduction

http://unav.edu/asignatura/methosvaluatingeconom/

Curso 2016 - 2017

Methods in valuating firms

Methods in valuating firms is an interactive course that aims at making the student capable ofunderstanding the main financial and management concepts and tools needed to properly valuatecompanies.

Faculty: Ciencias Económica y Empresariales

Númber of credits: 6 ects

Idiomas: English

Professor: Miguel García de Eulate ([email protected])

Classes: Mondays, from 17:00 to 21:00 at Edificio Amigos, first semester (Sept toDec 2016) - Classroom 08

Exam: December

Competences

This course aims at developing a better understanding of the main drivers of valuecreation, and the main tools to measure and to manage this process of valuecreation, with a view on the long run.

Basic Competencies (ADE and ECO)

BC2. Students should be able to apply their knowledge to their job or vocation in aprofessional way. They should be able to prove their general competences bydeveloping and defending arguments and solving problems while developing theirown criteria with a solid theoretical background.

Asignatura: Methods in valuating firms (F. ECONÓMICAS)Guía Docente


General Competencies (ADE and ECO)

GC5. Developing the capacity for independent, critical thinking on matters relevant toeconomics and business management.

Specific Competences for Elective Subjects (ECO - Economics)

SC06. Acquiring and improving a thorough understanding of the practical aspects ofbusiness management, such as the creation, administration and valuation ofcompanies.

SC07. Acquiring a deeper understanding of and sharpening skills in fields related tobusiness activities, such as accounting, finance, project management and qualitycontrol.

SC11. Acquiring knowledge, skills and abilities that are complementary to educationand training in economic studies, such as the theoretical and methodologyicalbackground leading to company valuation, and its implications for firms and theeconomy in general.

Specific Competencies for Elective Subjects (ADE - Business Management)


SC15. Acquiring knowledge, skills and abilities that are complementary to educationand training in economics and business, such as the practical implications for themanaging of firms of the main concepts of economic valuation.

Program

Frameworks for Valuation

1 Fundamental Principles of Value Creation and

Managerial implications Ch 1 to 5

2 Analyzing Key Value Drivers

Return on Invested Capital Ch 6

Revenue Growth Ch 7

3 Frameworks for Valuation

Enterprise DCF and Economic Profit Models Ch 8

Adjusted Present Value Ch 8

Analyzing Historical Performance

4 Reorganizing the Financial Statements Ch 9

5 Analyzing Performance and Competitive Position Ch 10

6 Advanced Financial Analysis

Taxes Ch 18

Debt Equivalents: Leases and

Retirement Obligations Ch 20

Building the Valuation Model

7 Forecasting Performance

The Explicit Forecast Period Ch 11

Continuing Value Ch 12

8 The Weighted Average Cost of Capital

The Cost of Equity Ch 13

The Cost of Debt Ch 13

9 Putting the Model to Work

From Enterprise to Equity Value Ch 14

Calculating and Interpreting Results Ch 15

Alternative Methods of Valuation

10 Multiples Ch 16

11 Valuing Flexibility using Real Options Ch 35

Managing for Value

12 Valuation from a management perspective Ch 25 to 30

Corporate Portfolio Strategy

Performance Management

Mergers and Acquisitions

Divestitures

Capital Structure, Dividends, and Share repurchases

Investor Communications

Student evaluation

The course will include both theoretical sessions and practical exercices (eitherindividual or by groups) that will be performed in class.

Additionally, some questions corresponding the the previous class and/orexercises/presentations/cases will need to be prepared during each week in order tobetter acquire knowledges and skills and maintain a coherence and constantrelationship between theory and practice. These weekly works will be previouslysent to the professor via ADI.

Students will also perform presentations in class to the rest of the class.

That is why class attendance will also be encouraged and controlled.

Due to the practical nature of the course, students will take their laptops to class,

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although they will only be used when explicity asked by the professor.

Where and WhenClasses: Mondays, from 17:00 to 21:00 at Edificio Amigos (Classroom 08)

First semester (September to December)

Bibliografy and resources

Main course book:

"VALUATION - Measuring and Managing the Value of Companies" SixthUniversity edition. McKinsey & Company. 2015.

Authors: Tim Koller, Marc Goedhart, David Wessels Localízalo en laBiblioteca

Other reference books:Investment valuation : tools and techniques for determining the value of anyasset / Aswath Damodaran. Localízalo en la BibliotecaValuation workbook : step-by-step exercises and tests to help you mastervaluation / McKinsey & Company, Inc. ; Tom Copeland ... [et al.] Localízaloen la Biblioteca

Office hours and how to contact the professor

The professor can be reached directly through the ADI platform or his email ([email protected]).

The blog can also be used to send comments and questions that will be answered by the professor butcan be also viewed and commented by other students.

Office: 2540 at Edificio Amigos


Every week:

The assessment of each student will be carried out as follows:

- Weekly work assignments: 25%

- Class presentations and participation: 25%

- December exam: 50%

-The professor will deliver a Test with some questions or practical cases to be answered by eachstudend before the following class.

-Additionally, some specific work or cases might be asked to be answered by a particular student orteam of students.

Both types of assignments together will carry a 25% weight in the final evaluation.

- At each class a time slot will be devoted to the discussion and solution of those tests and cases.

These presentations in class together with overall class attendance and class interactivity willcarry a 25% weight in the final evaluation.

-The professor will explain the theoretical framework with illustrative example and cases of companies'valuation.

During the month of December the final exam will be scheduled.

This final exam will carry a 50% weight in the final evaluation.

Optionality in each of the grades to be obtained

The subject is optative for Business administration (ADE), Law (Derecho) and Economy.

Introduction

http://www.unav.edu/asignatura/pmanagementeconom/

Project Management (F.Económicas)

When the Steering Committee of a company decides to move from one situation to another in any areaof management of the company (engineering, production, information systems, finance, etc..) isnecessary to carry out a project.

The projects generate significant investment for the company and involve several departments,customers and suppliers, which implies the need to comply with requirements, deadlines and costs.Failure to make a success of the projects produced significant losses, being the main economic andprestige or image, of the staff and the company involved.

All companies make each year different projects with deep impact over their operations. The heads ofvarious departments and areas that make up the company must be trained and prepared to be able tomanage them.

The aim of the course is to provide students with knowledge and tools for the proper design, monitoring,closure and evaluation of projects. Such knowledge includes technical and management aspects.

Asignatura: Project Management (F.Económicas)Guía Docente


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Duration: First SemesterCourse: 3rd and 4thCredits: 6 ECTS (European Credit Transfer System) Type of course (compulsory, optative): OptativeLanguage: EnglishSchedule: Monday 15:00-17:00, Classroom 01, Thursday 19:00-21:00, Classroom A04Teacher's office: 2020, Amigos Building

General Information

ECTS credits: 6

Undergraduate degree (s): Degree in Business Administration and Degree in Economics

Module: Organization and Business Management.

Subject: Organization and Production.

Profile: Business.

Department: School of Economics and Business Administration

Type of course: Optative

Competences

This course aims to make students able to manage a project of any kind of discipline, managingtheir staff, customers, suppliers and other stakeholders to obtain the goals of scope, planningand cost required.

Basic Competencies :

BC2. Students should be able to apply their knowledge to their job or vocation ina professional way. They should be able to prove their general competencies bydeveloping and defending arguments and solving problems within their subjectarea.BC4. Students should be able to convey information, ideas, problems andsolutions to both specialized and general audiences.

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General Competencies:



SC06. Acquiring and improving understanding of the practical aspects ofbusiness, including start-up, administration and evaluation.SC07. Acquiring a deeper understanding of and sharpening skills in fields ofstudy particular to business activities, such as accounting, finance, projectmanagement and quality control.


SC10. Developing a more sophisticated understanding of business in theory andpractice in areas such as administration and decision making.SC11. Developing a more sophisticated understanding of basic tools for theplanning, programming and control that make business activity possible.

Program

TOPIC 1: BASIC CONCEPTS

- Definitions and features.

- Business strategy and projects.

- Types of projects.

- Management and life cycle of a project.

- Project management categories.

TOPIC 2: FUNDAMENTAL COMPONENTS OF PROJECTS

- Project goals.

- External and internal competitors.

- Project Manager experience areas.

- Knowledge Areas.

- Expectations of success.

TOPIC 3: PROJECT MANAGEMENT SYSTEMS

- Standard structure and documentation.

- Some methodologies.

- Process concept.

- Knowledge project management.

TOPIC 4: PROJECT MANAGEMENT FRAMEWORK

- Project and Organization Lifecycle.

- Project Management processes.

- Manage multiple projects.

- Trends in Project Management.

TOPIC 5: PROJECT SELECTION FACTORS

- Compilation scope requirements.

- Compliance deadlines.

- Financial scope.

- Deviation cost.

- Analysis of results.

TOPIC 6: TOOLS PROJECT MANAGEMENT TECHNIQUES.

- Planning. Gantts diagrams.

- Pert Method: Calculation of Critical Pathways.

- Process software tools for project management.

- Project documentation creation.

- Project presentation creation.

TOPIC 7: HUMAN PROFILES IN PROJECTS.

- The figure of internal or external customer.

- The composition of the team itself.

- Suppliers management .

- Combination of different profiles and their individual and group management.

TOPIC 8: INITIATION PROCESSES.

- Business Case.

- Feasibility Study.

- Opportunity defense.

- Stakeholders in the project.

- Project Charter: design and sizing.

TOPIC 9: PLANNING PROJECTS

- WBS analysis.

- Time: Gantt.

- Determination of Costs.

- Project Team.

- Risk Analysis.

- Quality Control.

- Procurement Management.

TOPIC 10: IMPLEMENTATION, MONITORING AND CLOSING.

- Milestones and checkpoints.

- Follow-up Meeting Management.

- Decision-making and Negotiation.

- Error Control.

- Validation of deliverables.

- Evaluation and learning lessons.

TOPIC 11: TRADING SITUATIONS IN PROJECTS.

- Decision making.

- Customer presentation

- Reporting crisis events.

- Types of Negotiations.

- Errors in projects

Educational Activities

1.

2.

3.

1.2.3.

1.2.

Classroom activities:

On-campus classes (40 hours). In these classes the most important aspects of the topics includedin the program will be explained. Students must attend these classes with the documentationsupplied to them.Supervised projects (independently and in groups) (20 hours); various exercises and case studiesprovided will be discussed and resolved . Students must attend these sessions having studied thecontents of the classes taught by the teacher. In some of these sessions students will be asked tosolve an exercise (or a case) and give a presentation. Also carry out activities based on asimulation of a project in which the practical classes may also be worked in a computer room.Development work done on the entire project: students will have to develop this activity in groups,and present it in class.Assessment (1.5 hours).

Non-classroom activities.

The student will spend about 30 hours working with the subject material, understand the conceptsexplained in the classes taught, exercises, prepare the case studies make the group work, andstudy for exams.

Assessment

The final grade for the course is determined by the weighted average obtained from the following notes:

December announcement:

Class participation, supervised projects: 10%FYP Presentation and Defense: 40%. The student must pass this section.Final in-class assessment of theoretical and practical content: 50%. The student must pass thissection.

June announcement:

FYP Presentation and Defense: 40%Final in-class assessment of theoretical and practical content: 60%

In the announcement for June, jobs may be submitted in addition to those made during the course toincrease the grade obtained in the exercises and works.


Project Management Institute, Inc. (2008). A Guide to the Project Management Body of Knowledge(PMBOK® Guide), Fifth Edition.Michael S. Zambrusky (2008). A Standard for Enterprise Project.Larry Richman (2011). Improving Your Project Management Skills.R. Camper Bull (2010). Moving From Project Management to Project Leadership.Larry Richman (2011). Successful Project Management.Richard Newton (2006). Project Management Step by Step.

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Project Management Institute, Inc. (2008). A Guide to the Project Management Body of Knowledge(PMBOK® Guide), Fifth Edition. Find it in the LibraryMichael S. Zambrusky (2008). A Standard for Enterprise Project. Find it in the LibraryLarry Richman (2011). Improving Your Project Management Skills. Find it in the LibraryR. Camper Bull (2010). Moving From Project Management to Project Leadership. Find it in theLibraryLarry Richman (2011). Successful Project Management. Find it in the Library (ebook)Richard Newton (2006). Project Management Step by Step. Find it in the Library


Office Hours

Dropbox (web application) and ADI is used to share work and projects. The teachervia email usually answers questions in real time. Students make appointments via e-mail (rarely needed).

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Presentación

http://www.unav.edu/asignatura/pymes/

PYMES: PROBLEMÁTICA Y GESTIÓN DELEMPRENDEDOR

BREVE DESCRIPCIÓN: Estudio casuístico de las cuestiones de gestión ordinaria de la PYME: financieras, laborales y fiscales.

CURSO 2016 - 2017

Profesores que la imparten:

María Asunción Gómiz Chazarra ([email protected])Jorge Moreno Purroy ([email protected])Luis G. Martínez Rocamora ([email protected])

Horario y aula donde se imparte 2 horas por semana (14 semanas).

Martes, de 19.00 a 21.00 horas.

Aula 03 (Edificio Amigos).

Fecha inicio de las clases: 10 de enero

Fecha fin de la asignatura: 1 de mayo

Fecha de examen convocatoria ordinaria:

Asignatura: PYMES: problemática y gestión del emprendedor(F. Económicas)


Departamento:Empresa●

Facultad: Económicas y Empresariales.●

Titulaciones en las que se imparte: Economía (ECO) , Administración y Dirección de●

Empresas (ADE) y dobles grados (ECO/ADE y Derecho).●

Planes de estudios: ECO,ADE, Dobles grados (Derecho + ADE ó ECO)●

Curso: 4º (ECO, ADE) Dobles grados (Derecho + ADE ó ECO)●

Organización: Segundo semestre académico, de enero a mayo.●

Número de créditos ECTS: 3 cr (90h).●

Tipo de asignatura: Optativa.●

Idioma en que se imparte la asignatura: Castellano.●

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Final: jueves, 4 de mayo de 2017.

Fecha de examen convocatoria extraordinaria:

Final: lunes, 19 de junio de 2017.

Edite el contenido aquí

Competencias

Competencias del Título:

1. Alimentar la sensibilidad hacia los problemas éticos, sociales y medioambientales de los asuntos empresariales.

2. Desarrollo del razonamiento lógico.

3. Capacidad de análisis y síntesis de las problemáticas abordadas.

4. Motivación y superación.

5. Sentido de la responsabilidad y del esfuerzo.

6. Capacidad de comunicación oral.

7. Capacidad de trabajo en equipo.

8. Capacidad crítica y autocrítica.

9. Planificación de tareas y gestión del tiempo.

10. Puntualidad y ética en el trabajo.

11. Capacidad de aprendizaje autónomo.

Competencias de la asignatura:


CB2) Que los estudiantes sepan aplicar sus conocimientos a su trabajo o vocación de una forma profesional y posean las competencias que suelen demostrarse por medi de la elaboración y defensa de argumentos y la resolución de problemas dentro de su área de estudioCB5) Que los estudiantes hayan desarrollado aquellas habilidades de aprendizaje necesarias para emprender estudios posteriores con un alto grado de autonomía


CG5. Desarrollar la capacidad de razonamiento autónomo y crítico en temas relevantes para loeconómico y empresarial

CG6. Saber comunicar oralmente o por escrito resultados y análisis de utilidad en lo económico yempresarial





CE10) Conocer de forma más avanzada aspectos teórico-prácticos de la empresa, como por ejemploen la administración y toma de decisiones

CE11) Conocer de forma más avanzada de los instrumentos fundamentales para la planificación,programación y control que soportan las actividades de la empresa

CE14) Utilizar en la práctica laboral los conocimientos, capacidades o competencias de las áreas deeconomía o empresa

Programa

Tema 1.- Las Pymes

Tema 2.- Diseño de estrategia empresarial

Tema 3.- Contabilidad financiera del ejercicio

Tema 4.- Control económico financiero

Tema 5.- Contratación laboral

Tema 6.- Vicisitudes contractuales y ajustes de plantilla

Tema 7.- Gestión del conflicto laboral

Tema 8.- Cierre del ejercicio

Tema 9.- Impuesto sobre el Valor Añadido

Tema 10.- IRPF de los socios e Impuesto de Sociedades.


1. Actividades formativas presenciales

Clases teórico-prácticas: 14 horas.

El profesor, sobre el supuesto previamente entregado y trabajado por el alumno, explica los conceptos teóricos necesarios para el conocimiento de la materia, ofreciendo solución a las cuestiones planteadas. Los alumnos interactúanc con el profesor para intentar ofrecer tales soluciones u otras distintas.

En algunos casos será el alumno el que resolverá y explicará el supuesto públicamente.

Se platearán nuevas cuestiones sobre lo explicado, que cada alumno (o grupo) deberá responder porescrito y remitir al profesor.

2. Actividades formativas no presenciales

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Cada alumno (o grupo) realizará y presentará los casos prácticos que se hayan indicado en sesionesanteriores.

El alumno dedicará unas 45 horas a entender los conceptos explicados en las clases del profesor y preparar los ejercicios y trabajos de la asignatura.

EvaluaciónCONVOCATORIA ORDINARIA

Se evaluarán: Entrega de trabajos/ejercicios: 45%

Asistencia y participación: 10%Examen final: 45%CONVOCATORIA EXTRAORDINARIA

Entrega de trabajos/ejercicios: 30%Asistencia y participación: 5%Examen de Junio: 65%

Bibliografía y recursosEn ADI estarán disponibles guías, manuales, artículos, presentaciones y enlaces a documentosaudiovisuales referentes a todo el contenido de la asignatura.

Bibliografía básica:

Dirección estratégica. Robert M. Grant . Editorial Thomson Cívitas Localízalo en la Biblioteca

Bibliografía complementaria

Gestión de empresa con una visión estratégica. Arnaldo Hax, Nicolás Majluf (1996). EdicionesDolmen. Localízalo en la Biblioteca

Revistas interesantes:

Textos legales:

El manual del emprendedor. Steve Blank y Bob Dorf. Gestión 2000. 2012. Localízalo en laBiblioteca

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Finanzas para emprendedores. Antonio Manzanera. Deusto. 2010 Localízalo en laBiblioteca

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Revista de derecho de sociedades. Localízala en la Biblioteca●

Plan General de Contabilidad de Pequeñas y Medianas Empresas aprobado medianteREAL DECRETO 1515/2007, de 16 de noviembre.

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Horarios de atenciónLugar de tutorías: Despacho 2110. ( 2ª planta, hilera del Edificio Amigos)

Horario de atención: Martes de 18.00 a 19.00 horas.

LEY 16/2007, de 4 de julio, de reforma y adaptación de la legislación mercantil en materiacontable para su armonización internacional con base en la normativa de la Unión Europea.

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Real Decreto Legislativo 1/2010, de 2 de julio,por el que se aprueba el texto refundido de laLey de Sociedad de Capitales.

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PRESENTATION

@X@url_amigable.obtener@X@

Quality Management (F. ECONÓMICAS)

Abstract

The course is aimed at helping students understand the importance of Quality Management as aninseparable part of a major task: Business Management. In class we will cover different points of view,but we will focus on Quality as a cross tool for strategy formulation and implementation -the customer asa main stakeholder, decision making and continual improvement-, and on why Total QualityManagement (TQM) organizations hold sustainable competitive advantages. Therefore we will notanalyze in depth statistical and mathematical aspects of Quality, more related to product engineeringtechniques.

Weekly sessions will be divided in two: professor work (lectures) and student work (cases,written exercises, oral presentations, etc.) based on the former. No specific previous background isneeded to follow the course, but intense student participation is expected.

Practical information

COMPETENCES

Asignatura: Quality Management (F. ECONÓMICAS)Guía Docente


Name of the course: QUALITY MANAGEMENT●

Faculty: Business and Economics●

Department: Business●

Degrees: ADE/ECO/IDM/IDE (3rd & 4th year)●

Double Degrees: DAE/DEE/GML/GEL (4th, 5th & 6th year)●

Credits: 6●

Type of course: Elective●


Semester: September-December 2016●

Class hours: Monday & Wednesday 7-8.30 pm. Room 04 Amigos●

Professor: MSE. Jose Enrique Arizón ([email protected]) Office 2540 (Amigos Tower 2nd floor)●











Learning results

Exercises carried out in class: the students will learn to develop and manage toolsrelated to Total Quality Management.

Exam: the students will be able to demonstrate the domain of concepts andproblems related to Total Quality Management.

PROGRAM

1.- Introduction to Quality

2.- Business Management and Organizational Excellence

3.- Leadership and Change. Leading oneself

4.- Total Quality Management

5.- Customer Satisfaction

6.- QM Tools and Techniques

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7.- Systems for implementing Quality Management. ISO & EFQM

8.- Ongoing Improvement. Six Sigma

EDUCATIONAL ACTIVITIES

Professor lectures: 24 hours.

This activity will cover the most relevant aspects of the topics included in the program. Students mustattend class and read in advance the documentation supplied.

Student practices: 22 hours.

Exercises and case studies will be resolved and discussed. Students must attend these sessions,having studied the contents of the previous classes taught by the teacher. In some of these sessionsstudents will be asked to solve an exercise (or a case) and deliver it.

Visits and sessions with experts: 6 hours

This activities will be especially useful to complement class lectures and to know first hand professionalquality experiences.

2. Non-classroom activities: 96 hours.

Individual work: 60 hours.

The student will study the course material to understand the concepts explained in class, to apply themduring exercises resolution, to prepare case studies and, finally, to prepare the exams.

Team work: 35 hours.

Three people teams will analyze and present in class a QM Topic / Paper, linking their own researchfindings with themes discussed in class. They should be able to arrive to personal conclusions and toexplain why they think those are valid.

Tutorship: 1 hour.

This session will be useful to solve doubts and analyze questions related to the course.

3. Evaluation: 2 hours.

ASSESSMENT

Ordinary call

Final exam: 50%Individual participation: class participation, exercises and cases: 30%

(See detailed Schedule on "Contents of the course" area)

1. Classroom activities: 52 hours.

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Team work and oral presentation: 20%

In the final ordinary exam, the MINIMUM SCORE to PASS the course is 4 over 10.

Extraordinary call

Final exam: 75%Individual participation: class participation, exercises and cases: 15%Team work and oral presentation: 10%

In the final exam, the MINIMUM SCORE to PASS the course is 4 over 10.

BIBLIOGRAPHY AND RESOURCES

Course book

D.L. Goetsch & S. Davis (2014) Quality Management for OrganizationalExcellence: Introduction to Total Quality. Pearson. International 7thEd. (paperback) or 8th Ed. (hardcover) Find it in the Library

Other QM references:

E. M. Goldratt (2014) The Goal: A process of ongoing improvement. North RiverPress 4th Ed. Find it in the LibraryR. Burghall, V. Grant & J. Morgan (2014) Lean Six Sigma. Businesstransformation for dummies. John Wiley & Sons Find it in the LibraryISO 9000:2005 & ISO 9001:2015 StandardsEFQM Excellence Model 2013M. Sangüesa, R. Mateo y L. Izarbe (2006) Teoría y práctica de la calidad. Paraninfo. Find it in the Library

Related topics references

Good to great. J. Collins. HarperCollins 2001 Find it in the LibraryThe Servant. JC. Hunter. Crown Business 2008 Find it in the LibraryThe Essentials. HBR´s 10 must reads. HBR Press 2011 Find it in the LibraryStart with why. S. Sinek. Portfolio 2011 Find it in the Library


OFFICE HOURSMonday & Wednesday 6 to 7 pm

Office 2020 (2nd floor right aisle Amigos Building)

Appointment in advance by email

Presentación

http://www.unav.edu/asignatura/responsocorpeconom/

Esta asignatura tiene por objeto introducir al alumno en el concepto y dimensionesde la Responsabilidad social como herramienta de gestión para un modelo deempresa responsable, sostenible y menos economicista. Mediante el análisis teóricoy práctico de las actividades que la empresa realiza a lo largo de la cadena de

valor en los ámbitos económico, social y medioambiental, el alumno adquirirá losconocimientos imprescindibles que requiere la puesta en marcha de una estrategiade RSC y comprenderá la necesidad de enfocar las estrategias y políticas de laempresa hacía criterios que permitan aumentar su competitividad, su rentabilidad ygarantizar su existencia en el tiempo.

Datos Generales

Competencias


CB2) Que los estudiantes sepan aplicar sus conocimientos a su trabajo o vocaciónde una forma profesional y posean las competencias que suelen demostrarse por

Asignatura: Responsabilidad Social Corporativa (F.ECONÓMICAS)


Nombre de la asignatura: Responsabilidad social corporativa●

Facultad: Ciencias Económicas y Empresariales●

Departamento: Empresa●

Titulación: Grados ADE y ECO●

Curso, semestre: Segundo Ciclo del Grado; segundo semestre●

Horario, aula: 4 horas semanales; viernes de 15h a 19h Aula __ Edificio Amigos●

Duración (trimestral, anual): Trimestral●

Número de ECTS: 6●

Requisitos (haber cursado): Ninguno●

Tipo de asignatura (troncal, obligatoria, optativa, etc.): Optativa●

Idioma en que se imparte: Español●

Profesor que la imparte: Miguel Ángel Prieto [email protected]●

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medio de la elaboración y defensa de argumentos y la resolución de problemasdentro de su área de estudio


CG2. Identificar, integrar y utilizar los conocimientos adquiridos en el argumento,discusión o resolución de problemas relevantes para lo económico y empresarial


CE10) Utilizar en la práctica laboral los conocimientos, capacidades o competencias de las áreas de economía oempresa

CE11) Poseer conocimientos, capacidades o habilidades complementarios a la formación en economía oempresa


CE14) Utilizar en la práctica laboral los conocimientos, capacidades o competenciasde las áreas de economía o empresa

CE15) Poseer conocimientos, capacidades o habilidades complementarios a laformación en economía o empresa


Metodología

Estudio de 12 temas referidos al gobierno de la empresa y a la gestión empresarial, a laconsideración de sus políticas y decisiones estratégicas desde un punto de vista socialmenteresponsable y los efectos de aquellas sobre los principales grupos de interés.Lectura de la bibliografía que se requiera para cada uno de los temas tratados.Lectura y preparación de los casos indicados por el profesor para su discusión posterior en clase.Realización de 4 cuestionarios tipo test sobre cuestiones expuestas en clase por el profesor.Preparación y exposición en grupo de un caso de responsabilidad social empresarial.Realización del examen final.

Distribución del tiempo

La asignatura supone 6 créditos ECTS, cada uno de los cuales se corresponde con 25 horas de trabajodel alumno.

La distribución de las 150 horas resultantes se realizará de la siguiente manera:

60 horas de clases presenciales; 20 de las cuales serán de teoría y 40 de práctica. Se exige alalumno la asistencia puntual, la lectura de la bibliografía indicada por el profesor así como lostrabajos previos relacionada con aqueela y la participación activa en el debate de los casos

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propuestos por el profesor.45 horas de estudio personal por parte del alumno.40 horas destinadas a la lectura, consulta y visionado del material -bibliográfico y/o videográfico-señalado por el profesor.2 horas para la realización de los 4 cuestionarios, y3 horas para él examen final.

Cronograma

Cada sesión se compone de 3 horas; al ser 60 las horas presenciales, hay 20 sesiones.

Plan de clases

Se valorará y tendrá en cuenta para la calificación final la participación del alumno durante los debatesde los casos, el planteamiento de cuestiones relevantes durante la clase, etc.

Evaluación

La asignatura será objeto de evaluación continuada durante el semestre(asistencia a clase del alumno, participación en los debates, así como la entregasemanal de los casos indicados por el profesor).

Del 100% de la nota, un 60% corresponde al examen final, un 20% a los cuestionarios prácticosque se realizarán en clase, un 10% al conjunto de los casos semanales, que son obligatorios yotro 10% por la asistencia a clase.Para la convocatoria de recuperación se conservarán, en el supuesto de estar aprobados, lascalificaciones del los cuestionarios y de los casos.

Ø Examen ordinario

El examen se realizará por escrito, en la fecha que posteriormente se indique y consistirá en lacontestación de tres preguntas sobre temas explicados por el profesor. Éste facilitará documentaciónpara el mismo e indicará otras fuentes y recursos para completar las explicaciones dadas en clase.

Ø Casos semanales.

Los alumnos, individualmente, analizarán y responderán por escrito las preguntas contenidas en loscasos prácticos que les entregará semanalmente el profesor. Los casos además se debatirán en clase,en la que el profesor solicitará a los alumnos que expongan su opinión.

Los trabajos se enviarán por correo electrónico al profesor el día anterior a la clase.

La realización de los casos es obligatoria. Solo la entrega de todos los casos permitirá sumar a la notadel examen el 10% señalado anteriormente.

Ø Examen extraordinario

Los alumnos que no obtengan el aprobado mediante la realización del examen final y los ejerciciosseñalados anteriormente, podrán presentarse al examen extraordinario. Éste será de estructura similar

1.2.3.4.

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al examen final (3 preguntas)

Programa

Tema 1.La Responsabilidad Social como nueva forma de gestión de la empresa

Concepción tradicional de la empresaEl cambio de paradigma empresarial: la empresa responsable y sosteniblePrincipales retos económicos, sociales y medioambientalesResponsabilidad Social Corporativa: concepto

Caso y lectura recomendadas.

Tema 2. Principales iniciativas nacionales e internacionales en RSC

Pacto Mundial, Principios de la OIT, Directrices de la OCDE, Libro Verde de la Unión Europea.Iniciativas de la Administración pública (nacional y autonómica)Iniciativas del sector privado (fundaciones, asociaciones y clubes)


Tema 3. Gobierno de la empresa y RSC

Buen Gobierno Corporativo (antecedentes, concepto, estructura)El Buen Gobierno en España (Código Olivencia, Informe Aldama, Código unificado de la CNMV)Códigos de conducta


Tema 4. Informes de Sostenibilidad

Estructura y contenidoProceso de elaboración y verificaciónPrincipales estándares (Global Reporting Initiative (GRI), Accountability 1000 (AA1000) e ISO26001)


Tema 5. Gestión de la RSC. Los grupos de interés

Identificación, segmentación y priorizaciónAnálisis de expectativasDiálogo y comunicaciónPrincipales grupos de interés (accionistas, empleados, clientes y proveedores)


Tema 6. Gestión de la RSC. La gestión responsable de los RR.HH.

El talento, sistemas de retención y fidelizaciónGestión de la diversidad. Inclusión de colectivos desfavorecidos.

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Beneficios sociales. Políticas de igualdadSalud y seguridad laboral


Tema 7. Gestión de la RSC. Los proveedores

Extensión de la RSC a la cadena de valor. Homologación y evaluación de proveedores.Deslocalización empresarialCompra responsableComercio justo

Caso y lectura recomendadas

Tema 8. Gestión de la RSC. Los clientes

Innovación responsableVariables éticas y ambientales en los productos y serviciosSeguridad del cliente


Tema 9. Gestión de la RSC. La acción social de la empresa

Patrocinio, mecenazgo y marketing socialLa relación de la empresa con el Tercer SectorRetos sociales de la empresa


Tema 10. Gestión de la RSC. La gestión ambiental de la empresa

Impacto de la actividad empresarial en el medio ambienteEcoeficienciaRiesgo ambientalSistema de Gestión Ambiental


Tema 11. Gestión de la RSC. La comunicación de la RSC

Valores que definen a la empresa.Reputación y liderazgo.Comunicación externa e interna


Tema 12. La Inversión Socialmente Responsable

Antecedentes y evolución históricaPrincipales productosSpainsif: Foro español de la ISR



El seguimiento adecuado del temario de la asignatura requerirá – además de las correspondientespresentaciones del profesor durante las clases– de la lectura de diferentes textos (libros, artículos ynoticias de prensa, informes empresariales, etc;).

Las lecturas podrán ser de carácter obligatorio –necesarias para aprobar la asignatura– u opcionales(recomendables para ampliar el conocimiento en el tema de que se trate).

1.- Lecturas obligatorias

- "La Teoría de los stakeholders y el bien común". Antonio Argandoña. Documento de investigaciónnº 355. Enero 1998.

- "Historia del Banco Popular. La lucha por la independencia". Gabriel Tortella y otros. EditorialMarcial Pons, Ediciones Jurídicas y Sociales. Madrid, 2011. Se facilitará al alumno copia del capítulode lectura obligatoria. Localízalo en la Biblioteca

- Otras lecturas que se facilitarán por el profesor durante las clases.

2.- Lecturas opcionales

- "Responsabilidad Social Corporativa: teoría y práctica". Fernando Navarro García. Esic Editorial.Madrid, 2008. ISBN 9788473565288 Localízalo en la Biblioteca

- "Creación de valor y responsabilidad social de la empresa (RSE) en las empresas del IBEX35".Aldo Olcese Santoja. ISBN-13: 978-84-614-7215-4 Localízalo en la Biblioteca


Se ruega solicitar día y hora bien personalmente (antes o después de la clase) bienmediante el envío de correo electrónico a [email protected] con antelaciónsuficiente.

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Presentación

http://www.unav.edu/asignatura/sistinformacioneconom/

GESTION DE SISTEMAS DE INFORMACION

Créditos ECTS: 6

Titulaciones en las que se imparte: tercer y cuarto curso de los Grados de Administración de Empresasy Economía.

Perfil: Dirección de Negocios.

Módulo: Organización y Dirección de Negocios.

Materia: Organización y Producción.

Departamento: Empresa.

Facultad: Ciencias Económicas y Empresariales.

Tipo de asignatura: Optativa para los grados de ADE y de Economía.

Programa

SESION 1:

Introducción a la asignatura y Caso de discusión: “Too Old to Learn?”

Caso introductorio para la metodología de discusión con el método del caso. Preguntas:

¿Qué harías si fueras Luis? ¿Con quién te quedas, con Eduardo o con Ramón?¿Apostarías por Internet en este tipo de negocio?¿Qué consecuencias trae consigo apostar por Internet?

SESIÓN 2:

Caso de discusión: “American Crown”

Proceso de puesta en marcha de soluciones de Sistemas de Información. Preguntas:

Analiza el proceso seguido en American Crown a la hora de introducir los HHC´s (Hand HeldComputers) en la “fuerza de ventas” para organizar la situación de la compañía. ¿Por qué se

Asignatura: Sistemas de Información (F. ECONÓMICAS)Guía Docente


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introdujeron?Prepara una propuesta concreta para organizar la situación, justificando cada acción quepropongas.

SESION 3:

Habrá 2 casos que analizar

Caso de discusión: “Mrs. Fields”

¿Cuáles son las claves del éxito de Mrs. Fields?¿Qué busca Randy Fields al implantar un sistema como el que tienen actualmente?¿Qué peligros tiene el sistema?¿Por qué falló el sistema con “La Petit Bulangeri”?

Caso de discusión: J.C.Penney

¿Qué opinión te merece el nuevo sistema?¿Acabará el nuevo sistema con puestos de trabajo?¿Compensa el nuevo sistema en relación a los inconvenientes que conlleva?¿Cómo evolucionará el sector textil con los nuevos sistemas de información?

SESIÓN 4:

Caso de discusión: “Readers Inn.”

¿Cuáles son las diferencias entre una tienda de libros convencional y una virtual?¿Cuáles son los pros y los contras de poner una web en Internet?Si Internet mantiene su ritmo actual de crecimiento, ¿cuáles son los estadios de evolución másprobables para la industria de la distribución editorial?¿Invertirías en el club virtual del libro? ¿Emplearías el mismo nombre de empresa y canales dedistribución?¿Qué decisiones de las que plantea el caso adoptarías? Justifica tu respuesta.

SESIÓN 5:

Caso de discusión: “Revolución en la Industria Musical”

¿Cuáles son los principales cambios acaecidos en los últimos tiempos en la industria discográfica?¿Cuáles son los motivos que los han ocasionado y las consecuencias que están generando?¿Qué modelo de negocio crees que será el resultante en un futuro?¿Qué poder crees que van a tener los artistas en el futuro modelo? ¿Cómo y cuál crees que serásu relación con el sector?

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¿Te parece un negocio atractivo?

Programación de sesiones. Openbravo.

Sesión 1: Introducción a los ERP´s; Qué es un ERP. Qué es Openbravo ERP. Presentación decompañía y de modelo de negocio. Objetivos y beneficios para la empresa del uso de un ERP

Revisión web: “www.openbravo.com"

Sesión 2: Introducción a Openbravo 3 - Interfaz de usuario y Datos maestros. Configuración

MenúVentanas, solapas y campos.GridEdición de registros.Barra de herramientasWidgetsRoles, permiso de acceso a la informaciónTerceros y productosTarifasBancosConceptos contablesImpuestosPlan de cuentasOrganizaciones. Multiempresa

Sesión 3: Proceso de compras. De pedido de proveedor hasta factura recibida.

Pedido, albarán.Factura. Asiento contable.Informes

Sesión 4: Proceso de ventas. De pedido de cliente a factura emitida.

Pedido, albarán.

Preparación del caso “Granavista Sistemas (GV)”●

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Factura. Asiento contable.InformesCRM: gestión activa de clientesGestión de comerciales, comisiones…POS, Comercio electrónico..

Sesión 5: Procesos de almacén.

Generación de costesAlmacenes, huecos.Movimientos entre almacenes. Inventario Físico.Informes.

Sesión 6: Gestión de cobros y pagos. y Gestion de Contabilidad

Pago/Cobro de facturas. RemesasConceptos contables.ContabilizaciónCategorías de activos.Tipos de amortización. Plan de amortización.Apuntes. Cuentas. Debe y haberDiario de asientosLibro mayor y Sumas y saldosPérdidas y gananciasBalance de situación.BI: cuadro de mando + Indicadores de negocio

Sesión 7: Gestión de Openbravo WEBPOS (Punto de Venta).

Conceptos de Punto de VentaIntegracion natural con la solucion ERPIndependencia de dispositivoFuncionalidad "offline"Funcionalidad relevante

Sesión 8: Ejercicio práctico final sobre todos los módulos vistos.

Actividades Formativas

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Sistemas de Información (F. ECONÓMICAS)La asignatura está estructurada en dos partes:

El objetivo de la primera parte es el conocimiento y discusión de casos prácticos del IESE endonde se analizan experiencias sobre el análisis, diseño e implantación de sistemas deinformación.En la segunda parte, se profundizará en el conocimiento específico de un sistema de gestiónempresarial: Openbravo ERP. Se practicará sobre el mismo en áreas de la gestión de unaempresa como son: la contabilidad financiera, la gestión de cobros y pagos, la gestión comercial ola gestión de compras, entre otras.

La primera parte de la asignatura consistirá en sesiones dónde se utilizará la metodología del caso. Enla segunda parte se profundizará en el conocimiento y manejo del ERP Openbravo. Las sesionesalternarán exposiciones teóricas sobre la funcionalidad del sistema en cada uno de los módulosempresariales, seguidas de una parte de ejercicios en la que el alumno deberá poner en práctica loaprendido anteriormente

Evaluación

El alumno será objeto de evaluación continua durante el trimestre, valorándose susparticipaciones en la discusión de los casos teóricos, así como su resolución de los ejerciciosprácticos sobre Openbravo.

Del 100% de la nota, un 50% corresponde a las participaciones en clase durante la discusión delos casos y el otro 50% a la resolución de los ejercicios prácticos que sobre el uso del sistemaOpenbravo se solicitarán a los alumnos.Para la convocatoria de recuperación se examinará al alumno de un caso teórico que deberáresponder por escrito y de un ejercicio práctico sobre el uso del sistema Openbravo.

Presentación

http://www.unav.edu/asignatura/vempresaseconom/

Valoración de Empresas (F. ECONÓMICAS)

Facultad: Ciencias Económicas y Empresariales

Departamento: Empresa

Titulación: LADE, Doble (LADE + Derecho), IDM

Carácter de la asignatura: optativa para Ade, Ade+derecho, Economia y Economia+derecho.

Número de Créditos: 6 ects

Profesor titular: David López Da Lama ([email protected])

Horario de clase: Jueves de 1500 a 19:00

Aula: 02, Edificio Amigos

Periodo lectivo: 9 de enero al 28 de abril de 2017

Periodo de exámenes: 2 de mayo al 18 de mayo de 2017

Competencias

El curso de Valoración de Empresas pretende explicar a los estudiantes dosmensajes principales: i) Las empresas que tienen éxito y prosperan son aquellasque crean valor para sus accionistas y ii) crean valor cuando invierten capital a tasasde retorno superiores a su coste del capital. Estos mensajes son de una aplicaciónmuy práctica dentro de un contexto de gestión de negocios y sirve de guía de cara ala toma de decisiones de gestores.

Asignatura: Valoración de Empresas (F. ECONÓMICAS)Guía Docente


Con este fin, el curso se centra en explicar los principales métodos y técnicas devaloración de empresas y su aplicación práctica para decidir entre diferentesalternativas de crecimiento, desarrollar una estrategia de cartera de negocios,evaluar operaciones corporativas o diseñar una estructura de capital óptima parauna corporación.

Los alumnos han de haber cursado con anterioridad cursos de análisis financiero ydisponer de conocimientos de excel (básicos).


CB2) Que los estudiantes sepan aplicar sus conocimientos a su trabajo o vocaciónde una forma profesional y posean las competencias que suelen demostrarse pormedio de la elaboración y defensa de argumentos y la resolución de problemasdentro de su área de estudio






CE11) Poseer conocimientos, capacidades o habilidades complementarios a la formación en economía oempresa


CE08) Conocer de forma más avanzada las técnicas contables

CE15) Poseer conocimientos, capacidades o habilidades complementarios a laformación en economía o empresa

Programa

Bloque I: Principios contables fundamentales en la creación de valor: Crecimiento yROCE

Bloque II: Principales métodos de valoración por descuento de flujos de caja

- Proyección de la evolución futura del negocio

- Estimación del valor residual

- Estimación del coste de capital

- Estimación del valor de activos no operativos

- Otros métodos de valoración comúnmente empleados

Bloque III: Gestión y creación de valor en una empresa

- Fusiones y Adquisiciones

- Capital Riesgo

- Opciones avanzadas


El curso ha sido diseñado para que sea práctico, interactivo y con debate yparticipación de los alumnos en todas las sesiones.

Se entregarán casos y sets de ejercicios que se resolverán durante cada una de lassesiones. La presentación y respuesta de los mismos durante la clase será unaparte relevante de la nota.

Las sesiones formativas se dividirán en dos partes:

(1) Explicación formal del profesor sobre la teoría, introduciendo ejercicios para quelos alumnos practiquen durante la clase y presenten sus respuestas y conclusiones.

(2) Discusiones de los casos que los estudiantes hayan intentado resolver demanera individual y hayan entregado antes del comienzo de la clase por correo

electrónico.

El curso de valoración de empresas requerirá en muchas ocasiones del empleo dela herramienta Excel, por lo que será necesario asistir a clase con el portátil (el cualse usará únicamente cuando así lo indique el profesor).

Al final del curso se realizarán presentaciones en grupos sobre contenidosavanzados de valoración donde los alumnos explicarán al resto de la clase laproblemática y la solución desde un punto de vista teórico-conceptual ypráctico (ilustrativo)

Evaluación

Convocatoria ordinaria de Mayo:

Examen final de Mayo: 42,5%

Examen parcial: 25%

Entrega de casos y participación en las sesiones formativas: 32,5%

Convocatoria extraordinaria de Junio:

Examen de Junio: 70%

Nota acumulada durante el curso: 30%




Jueves: 11 – 14 horas [siempre previo aviso por email a [email protected]]

Despacho 4070 (Edificio Amigos)

- Libro de consulta recomendado

“Valoración: Medición y gestión del valor” de Tom Copeland y Tim Koller, 2005 Localízalo en laBiblioteca

- Otra bibliografía de referencia

“Valoración de Empresas” de Pablo Fernández Localízalo en la Biblioteca

“Manual de Fusiones y Adquisiciones de Empresas” de Juan Mascareñas Localízalo en la Biblioteca

Presentation

http://www.unav.edu/asignatura/contpresupuesteconom/

Budgeting Control (F. ECONÓMICAS)

Competencies

The objectives of the course are to introduce to the students the most relevant aspects of budgeting andbudgetary control, to familiarize them with the budgeting process of the different departments in a

Asignatura: Budgeting Control (F. ECONÓMICAS)Guía Docente


Faculty: CC. Económicas y Empresariales●

Department: Business●

Grades: ADE, ECO, Dobles GRADOS●

Type: OPTIONAL●

Credits: 6 ECTS●

Professor: Miguel Angel Casares●

Spring Semester●


Schedule: Fridays from 15:00 to 19:00. Computer Class: AMI-P0-AulaInf-51●

company and to understand the function of a budget as a management tool.

One of the main responsibilities of financial departments is the financial control ofoperations what it is essentially the drawing up of a budget and its control.

Although, most of the concepts and skills needed for budgeting have been studiedthroughout different subjects of the undergraduate program, students usually finishtheir degree without implementing a budget and without checking out its potential.

Budgeting is a forward planning. In budgeting, planning refers to the preparation ofbudgets in respect of sales, advertisement, production, inventory, materials cost andrequirements, labor cost and requirements, expenses, research, capitalexpenditures, financial plans. Planning through budgets brings together all segmentsof the concern in a cooperative way and they are compelled to think seriously aboutthe planning. Therefore, this subject could strengthen essential concepts for thestudents just before getting into the real world.




GC5. Developing the capacity for independent critical thought on matters relevant to economics andbusiness.


Specific Competencies (Economics)


SC07. Acquiring a deeper understanding of and sharpening skills in fields of study particular to businessactivities, such as accounting, finance, project management and quality control

Specific Competencies (Management)



Content

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The program of the subject is:

Lesson 1: IntroductionLesson 2: A commercial Company.Lesson 3: A Uniform Production CompanyLesson 4: A Non-uniform Production companyLesson 5: Cash-flow PoliciesLesson 6: Introducing a second productLesson 7: TaxesLesson 8: PayrollLesson 9: Budget deviation analysis

Methodology

Budgeting and Budgetary Control is a case based subject. This is a semester-longproject that is to be worked on as we learn new concepts about budgeting. Thesubject will start with a very simple case and little by little the case will be gettingmore and more complex until we have a budget complex enough to analyze indepth. The main computer tool to be used is Excel.

Evaluation

MAY EXAM

40% Final Exam. In the final exam, students will have to analyze the economicand financial effects of different scenarios on the case worked at class.60% Teamwork: The students must prepare a company budget and they have topresent to the class.

JUNE EXAM

Bibliography

Basic

Localízalo en la Biblioteca


Final exam will be 70% of the grade and the assesment of the Excel work willbe the other 30%.

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AUTOR Simons, RobertTÍTULO Performance measurement systems for implementing strategy

PUBLICACIÓN Harlow, Essex. : Pearson, 2014 1 ed., new internat. ed

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Office HoursOfficial office hours are:

Miguel Angel Casares: Friday from 19:00 to 21:00

It will be appreciated if the students send and email to [email protected] in order to arrange ameeting and we'll try to accommodate your time preferences.

Introduction

http://www.unav.edu/asignatura/entrepeneurshipeconom/

Entrepreneurship (F. ECONÓMICAS)

INTRODUCTION

Welcome to Entrepreneurship! The course intended to provide students withknowledge of entrepreneurship and the vital role played by entrepreneurs in theglobal economy. To achieve this, this course is designed to focus on the creation ofnew ventures, the skills generally considered necessary for success in anentrepreneurial venture, and factors associated with their success. The papersubject provides students with the opportunity to draw together elements of othersubjects in a way that will enable them to see the workings of an organisation as awhole, rather than as a series of unrelated components. This subject is a course thatmixes theory with practice. Students will be challenged to apply principles, conceptsand frameworks to real world situations. This is illustrated in the entrepreneurial casestudy and business plan that students have to complete.

Professor: Alvaro Bañón

e-mail: [email protected]

Schedule of classes: MOnday12:00 to 13:45

Student mentoring: Wednesday 9:00 to 11:00 (Students should send an email first)

Professor Room: 2110 Edificio Amigos

Number of ECTS: 3

Asignatura: Entrepreneurship (F. ECONÓMICAS)Guía Docente


Kind of Subject: Optional

International Degree in Management and Economics

First Semester

Competencies

Objectives

* Develop a business plan. * Understand and assess real initiatives for entrepreneurship. * Understand the theoretical aspects of Entrepreneurship.











Program

Chapter 1: Introduction to Entrepreneurship Learning Objectives Chapter Quiz PowerPoints Chapter 2: Recognizing Opportunities and Generating Ideas Learning Objectives Chapter Quiz

PowerPoints Chapter 3: Feasibility Analysis Learning Objectives Chapter Quiz PowerPoints Chapter 4: Writing a Business Plan Learning Objectives Chapter Quiz PowerPoints Chapter 5: Industry and Competitor Analysis Learning Objectives Chapter Quiz PowerPoints Chapter 6: Developing an Effective Business Model

Learning Objectives

Chapter 7: Assessing a New Venture’s Financial Strength andViability Learning Objectives Chapter Quiz PowerPoints Chapter 8: Building a New-Venture Team Learning Objectives Chapter Quiz PowerPoints Chapter 9: Getting Financing or Funding Learning Objectives Chapter Quiz PowerPoints Chapter 11: Unique Marketing Issues Learning Objectives Chapter Quiz PowerPoints Chapter 12: The Importance of Intellectual Property Learning Objectives Chapter Quiz PowerPoints Chapter 13: Preparing for and Evaluating the Challenges of Growth Learning Objectives Chapter Quiz


A. - Lectures: 30 hours

These classes will explain the most important aspects of the Outline. At the end of eachchapter, documents that the teacher considers necessary will be put in ADI. It is recommended that thestudent answer those questions at the end of each subject. Any questions can be check with theprofessor.

2. - Group work: 15 hours

Throughout the course the students, in groups, will have to present and defend a business idea inseveral tests in order to make an almost real fundraising process for their project.

3. - Student Personal work: 30 hours.

Time devoted to study the subject and preparation of training activities, this includes the work thatstudents should develop for a team work project

Chapter 14: Strategies for Firm Growth Learning Objectives Chapter Quiz PowerPoints Chapter 15: Franchising Chapter Quiz PowerPoints PowerPoints

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Assessment

Evaluation. December

In June the participation will not be considered in the evaluation. The grade will calculate with team workand June Exam.

FG (june) = (Project + Final Exam)/2

Bibliography and resources

Main Book:

Entreprenuership, Global Edition. Bruce R. Barringer and Duane Ireland. Pearson. July 2015 Find it in the Library


Office Hours

Wednesday from 9:00 to 11:00Room: 2110Amigos Building

Students must send an email before coming to office hours

Contenidos

Hello Everyone.

This activity is created so you can upload the final project of Entrepeneuship.

•If Participation (20%)+ Project (80%) is > 7,5 points. You don´t need totake the exam and your grade will be 80% project+20% participation•If If Participation (20%)+ Project (80%) is < 7,5 You need to take theexam and then the grading system will be as it was before.1.FINAL EXAM: 30%2.PROJECT: 50%3.PARTICIPATION. 20%

Be aware that:

- The deadline es Tuesday 8th of November. The system will not allow you toupload the PDF later tha 23:59 of that day.

- Be sure that the file you upload is the good one. The system will not allow you todownload it.

- I will not accept any projects by email

- The name of the file will be GROUP xx

Don´t pay attention to the number associated to this "puntos posibles", it only a number required for the application.

Regards

Hello Everyone.

There is a change in the way you send me the power points. You must upload it herebefore 11:00 Monday. The Platform will not allow you to do it later.

Regards

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Presentación

http://www.unav.edu/asignatura/fiscalidadeconom/

Fiscalidad (F.Económicas)

Nombre de la asignatura: FiscalidadFacultad: EconómicasTitulación: Grado en Administración y Dirección de EmpresasCurso: TerceroDuración: Semestral (segundo semestre)Número de créditos: 6 ECTSProfesores que la imparten:Prof. D. Juan Hermida SantosProf. Dr. Eugenio Simón Acosta Tipo de asignatura: OptativaIdioma en que se imparte: Castellano

Competencias


CB3) Que los estudiantes tengan la capacidad de reunir e interpretar datosrelevantes (normalmente dentro de su área de estudio) para emitir juicios queincluyan una reflexión sobre temas relevantes de índole social, científica o ética




Asignatura: Fiscalidad (F.Económicas)Guía Docente



CE04) Conocer el lenguaje jurídico.

CE05) Leer e interpretar textos jurídicos



CE04) Conocer el lenguaje jurídico.

CE05) Leer e interpretar textos jurídicos.

CE08) Conocer de forma más avanzada las técnicas contables

ProgramaLección 1: ordenacion juridica de la actividad financiera y fuentesnormativas

— La actividad finan-ciera: concepto, contenido y caractéres jurídicos. La ordenación jurídicade los ingresos y gastos públicos.— Concepto y clases de fuentes. La Constitución. Las fuentes comunitarias: la aplicacióndirecta del Tratado y de las Directivas comunitarias. Los tratados internacionales. Leyesorgánicas. Leyes ordinarias. La ley de presupuestos. Decretos-leyes. Los decretoslegislativos. Los reglamentos. Otras fuentes (circulares, la costumbre y el precedente).

Lección 2: principios constitucionales financieros—Los principios materiales de justicia tributaria: generalidad (exenciones), capacidadeconómica, igualdad, progresividad tributa-ria y no confiscatoriedad. El principio deprovocación de costes: concepto y coordinación con la capacidad contributiva. —Otrosprincipios constitucionales en materia financiera: autonomía y suficiencia de las haciendasterritoriales, solidaridad. —Principios formales: el principio de reserva de ley: concepto,clases y extensión de las materias reservadas. Reserva de ley y principio de preferencia deley.

estructura jurídica del tributo

Lección 3: concepto y clases de tributos—Los ingresos públicos y sus clases: ingresos patrimoniales y tributos. Concepto ycaractéres del tributo. —Clases de tributos: impuesto (concepto, caracteres y clases);contribuciones especiales (concepto y naturaleza jurídica); tasas. Precios públicos.Exacciones parafiscales.

Lección 4: elementos de la obligación tributaria— El hecho imponible: concepto (objeto material y hecho imponible). Naturaleza jurídica.Estructura. Efectos de su realización (exención y no sujeción).

— Sujetos pasivos y obligados tributarios: Sujetos activos. Sujetos pasivos y demásobligados. Los entes sin personalidad como sujetos pasivos. Capacidad y representación.Domicilio. Contribuyente. Sustituto del contribuyente. Responsables. Repercusión ytransmisión de la deuda. El retenedor y el obligado a efectuar ingresos a cuenta. Lossometidos a deberes de información tributaria y otros deberes de colaboración.— La prestación tributaria: Concepto. Tributos de cuota fija y de cuota variable. Baseimponible. Determinación y estimación de la base. Base liquidable. La comprobación devalores. Tipo de gravamen. La deuda tributaria y sus elementos.

EL SISTEMA TRIBUTARIO DEL ESTADO Y LA EMPRESA

Lección 5: estructura del sistema impositivo vigente— La imposición sobre la adquisición y posesión de riqueza: estructura actual de laimposición directa. — La imposición sobre el gasto de la riqueza: régimen y estructura de laimposición indirecta.

Imposición DirectaA) Impuesto sobre la Renta de las Personas FísicasLección 6: naturaleza, hecho imponible y exenciones

Naturaleza y caracteres del impuesto. Aspecto material del hecho imponible. Aspectotemporal. Aspecto espacial. El elemento subjetivo del hecho imponible. Exenciones.

Lección 7: rendimientos gravados, ganancias patrimoniales y rentasimputadas

— Rendimientos del trabajo. Rendimientos de capital. Rendimientos de actividadeseconómicas— Ganancias y pérdidas patrimoniales. Imputación de rentas: inmuebles urbanos,transparencia fiscal internacional, derechos de imagen.

Lección 8: cuantificacion del impuesto— Base imponible: Valoración y estimación de los elementos de la renta. Mínimo personal yfamiliar. Base imponible y base liquidable.— Cuota íntegra estatal. Cuota íntegra autonómica o complementaria. Deducciones y cuotalíquida. Cuota diferencial: deducciones por doble imposición, por pagos anticipados y cuotasimputadas.

Lección 9: tributación familiar. pago anticipado. deberes formales El régimen de tributación familiar conjunta. El deber de declarar. Liquidación e ingreso.Retenciones, ingresos a cuenta y pagos anticipados. Deberes formales.

B) Impuesto sobre SociedadesLección 10: regimen general del impuesto

— Introducción, naturaleza y ámbito de aplicación. La renta gravable en el IS: rendimientosde actividades económicas, rendimientos de bienes, incrementos y disminuciones depatrimonio.— Hecho imponible: aspecto material (remisión), aspecto espacial y aspecto temporal(período impositivo y devengo). Sujetos pasivos y sujetos exentos.— Base imponible: regímenes de determinación. Ingresos computables y gastosdeducibles. La valoración de los ingresos y los gastos. Imputación temporal de ingresos y

gastos.— Deuda tributaria: Tipos de gravamen y cuota íntegra. Deducciones y bonificaciones.— Deberes formales y gestión del impuesto: Declaración y autoliquidación. Pagosfraccionados y retenciones e ingresos a cuenta.

Lección 11: regimenes especiales—El régimen de las agrupaciones de interés económico y uniones temporales de empresas.—Instituciones de inversión colectiva.- Transparencia fiscal internacional. —Tributaciónconsolidada de los grupos de sociedades. —Sociedades cooperativas. — Régimen especialde las operaciones de reestructuración empresarial (fusiones, escisiones, aportaciones deactivo y canje de valores). —Empresas de reducida dimensión. —Entidades parcialmenteexentas. —Otros regímenes especiales.C) Impuesto sobre la Renta de no residentes

Lección 12: el impuesto sobre la renta de no residentes—Antecedentes: la obligación real de contribuir en los impuestos personales sobre la renta.—Tributación de los establecimientos permanentes. —Tributación de las rentas obtenidassin mediación de establecimiento permanente. —El gravamen especial sobre bienesinmuebles de entidades no residentes (hecho imponible, sujetos pasivos, exenciones, base,tipo, cuota y gestión del impuesto).D) La imposición patrimonial

Lección 13: impuesto sobre el patrimonioLa imposición del patrimonio personal: antecedentes (el Impuesto Extraordinario sobre elPatrimonio de las Personas Físicas). Aspecto material del hecho imponible. Exenciones.Sujetos pasivos. Devengo. Base imponible: valoración de bienes y deudas. Base liquidable.Cuota. Declaración, liquidación y pago. Obligación real de contribuir.E) La imposición sobre las adquisiciones gratuitas de riqueza

Lección 14: impuestos sobre sucesiones y donacionesLa tributación de las adquisiciones gratuitas: antecedentes históricos. Hecho imponible.Sujetos pasivos. Base imponible: el caudal hereditario, su integración y atribución a losherederos y legatarios. Base liquidable. Tarifas: estructura y aplicación. Normas especialesde liquidación.

Imposición IndirectaA) La imposición sobre el tráfico no empresarial

Lección 15: impuesto sobre transmisiones patrimoniales onerosasTributación del tráfico patrimonial. Principios generales del impuesto. Transmisionesonerosas: hecho imponible; sujetos pasivos y responsables; valoración de los bienes yderechos transmitidos; deuda tributaria; exenciones.

Lección 16: impuestos sobre operaciones societarias y actos juridicosdocumentados

—Operaciones societarias: finalidad del gravamen; concepto de sociedad; hechosimponibles; exenciones; sujetos pasivos; bases y tipos. —Actos jurídicos documentados:naturaleza jurídica y origen histórico; documentos notariales; documentos mercantiles;actuaciones administrativas.B) La imposición sobre el tráfico empresarialLección 17: el impuesto sobre el valor añadido—Introducción: el Impuesto sobre el Valor Añadido en la C.E.E., razones de su implantación

y régimen jurídico vigente. Naturaleza y aplicación territorial del impuesto.—Hecho imponible: Operaciones interiores( entregas de bienes y presta-ciones deservicios). Adquisiciones intracomunitarias. Importaciones. Operaciones no sujetas yexentas. —Lugar de realización del hecho imponible y devengo del impuesto.—Sujetos pasivos y repercusión del impuesto.—Base imponible. Tipos de gravamen.—Deducción del impuesto: naturaleza jurídica y requisitos. El mecanismo de la prorrata y laregulación de las deducciones. Devoluciones.—Deberes formales: requisitos contables; facturas; declara-ciones. Liquidación provisional.Infracciones y sanciones.—Regí-menes especiales: Introducción. Régimen simplificado. Agricultura, ganadería ypesca. Bienes usados y objetos de arte. Oro de inversión. Agencias de viaje. Recargo deequivalencia.

Lección 18: impuestos especiales—Introducción. —Impuestos sobre la fabricación: impuesto sobre la Cerveza, vino ybebidas fermentadas, productos intermedios, el alcohol y bebidas deri-vadas, impuestossobre Hidrocar-buros e impuesto sobre las Labores de Tabaco. —Impuesto sobredeterminados medios de transporte. —Impuesto sobre las primas de seguros.C) Impuestos aduaneros

Lección 19: impuestos aduaneros—Derechos de aduana a la importación. El código aduanero comunitario. El aranceladuanero comunitario y el TARIC. Exacciones reguladoras agrícolas. Otros gravámenes enel marco de la política agrícola común. Los derechos antidumping. —Regímenes aduanerosespeciales: tráfico de perfeccionamiento, los depósitos aduaneros y las zonas y depósitosfrancos, importación temporal, transformación de mercancías.

EL SISTEMA TRIBUTARIO AUTONOMICO Y LOS REGIMENES ESPECIALES PORRAZON DEL TERRITORIO

Lección 20: el sistema de financiacion de las comunidades autonomas—Posibilidades de configuración del sistema financiero de las CCAA a la luz de laConstitución. —Recursos de las CCAA: tributos propios, impuestos cedidos, recargos,participaciones, transferencias y otros recursos. El Fondo de Compensación Interterritorial.

Lección 21: los regimenes de convenio y concierto economico denavarra y el pais vasco.

—Fundamento constitucional de los regímenes de convenio y concierto. —El convenioeconómico entre Navarra y el Estado de 1990: puntos de conexión y especialidades delrégimen navarro en relación con el IRPF, IP, IS, ISD, ITP, IVA e Impuestos especiales.Especialidades en relación con los tributos locales.

EL sistema tributario local

A) Introducción

Lección 22: los recursos de las entidades localesConfiguración constitucional. Ingresos patrimoniales. Tasas y precios públicos.Contribuciones especiales. Impuestos. Recargos y participaciones en los tributos de otrasadministraciones. Otros recursos.

B) Imposición obligatoriaLección 23: impuesto sobre bienes inmuebles

Antecedentes: las Contribuciones Territoriales Rústica y Pecuaria, y Urbana. Naturaleza delImpuesto sobre Bienes Inmuebles. Coordinación con la imposición estatal. Hechoimponible. Sujetos pasivos. Exenciones. Base imponible. Tipos de gravamen. Gestión delimpuesto: competencias y procedimiento.Lección 24: impuesto sobre actividades económicasAntecedentes históricos: actividades comerciales e industriales y actividades profesionalesy artísticas. Hecho imponible. Exenciones. Sujetos pasivos. Periodo impositivo y devengo.Criterios de cuantificación del impuesto: análisis de las tarifas. Gestión.

Lección 25: impuesto sobre vehiculos de tracción mecánicaAntecedentes. Naturaleza y hecho imponible. Aspecto temporal y espacial. Sujetos pasivos.Exenciones y bonificaciones. Cuantificación. Gestión.B) Imposición facultativa

Lección 26: impuesto sobre construcciones, instalaciones y obrasNaturaleza y fundamento del impuesto. Hecho impo-nible. Sujetos pasivos. Cuota. Devengo.Liquidación provisional y definitiva.

Lección 27: impuesto sobre el incremento de valor de los terrenos denaturaleza urbana

Hecho imponible: el terreno; el incremento de valor; las transmisiones gravadas. Vicisitudesde los actos gravados. Aspectos espaciales y temporales. Exenciones. Sujetos pasivos.Base imponible y tipos de gravamen. Gestión.


Las actividades formativas previstas son:

1.- Clases expositivas. Serán clases en las que el Profesor irá explicando a lo largodel curso las materias contenidas en el programa. Se valorará y fomentará laintervención activa de los alumnos.

2.- Clases prácticas. Habrá seis sesiones prácticas en las que se resolverán doscasos prácticos que previamente se habrán debido entregar por escrito. En estassesiones se primará la intervención de los alumnos.

3.- Actividades extraordinarias: Si se organiza alguna actividad extraordinaria, como por ejemploconferencias o seminarios, se podrá asignar a dichas actividades un valor en puntos que seacumulará a la nota final.

Evaluación

I. ACTIVIDADES ORDINARIAS

A) Examen final

Habrá un examen final tipo test que tendrá un valor ponderado en la nota final del 70% .

En la convocatoria de junio el examen final tendra un valor ponderado del 70% sobre la notafinal, para el 30 % restante se mantendrá la nota acumulada durante el curso.

A) Casos prácticos

A lo largo del curso se realizarán dos casos prácticos que deberán entregarse por escrito al profesoral inicio de la sesión en la que se resolverá cada uno de ellos.

Cada caso práctico tendrá un valor ponderado en la nota final del 15 %.

III. PLAGIO Y COPIADO

Tanto en los casos de plagio en trabajos, como de copiado u otras irregularidades en las pruebas, elprofesor está facultado para anular la prueba y calificarla con nota de cero. Si la irregularidad esgrave o el alumno es reincidente en una irregularidad de menor entidad, el profesor podrá impedir alalumno la presentación al examen final de la asignatura. En este caso, el profesor lo pondrá enconocimiento de Dirección de Estudios de la Facultad. En el caso de copiado a través de cualquiermedio u otras irregularidades graves en un examen final, el profesor está facultado para expulsar alalumno del examen y suspenderle la convocatoria. El profesor dará traslado del incidente y lasanción a Dirección de Estudios. La Junta Directiva de la Facultad podrá incluso ampliar la sanción ala pérdida de la convocatoria extraordinaria. En casos de especial gravedad –por los métodosempleados, el comportamiento del alumno o la reincidencia en el copiado- la Junta Directiva de laFacultad podrá plantear a Rectorado la no continuidad del alumno en la Facultad.


Es fundamental el uso de la legislación tributaria.

Como manual se recomienda: MERINO JARA y otros, Derecho Financiero yTributario, Editorial Tecnos, última edición. Localízalo en la Biblioteca



D. Juan Hermida [email protected]

●

Previa cita (preferentemente los martes a partir de las 16)●

Dr. D. Eugenio Simón [email protected]

●

Previa cita (preferentemente los lunes a partir de las 11)●

1. Overview

http://www.unav.edu/asignatura/negotiationeconom/

NEGOTIATION - ADE

Department: Business

School: Economics and Business

Degrees: Economics and Business Administration

Study plan: All

Year: 3rd and 4th

Organization: Second semester (January - May) 2017

ECTS credits: 3

Type: Optional

Language: English

Instructor: Jesús Jorge Martínez y Ronquillo ([email protected]) + Valentín Elizondo (assistantprofessor)

Overview:

Countless books and articles offer advice on the process of negotiation and avoiding missteps at thebargaining table. This subject need a deep practical approach. Some of the costliest mistakes take placebefore negotiators sit down to discuss the substance of the deal. That's because they often take forgranted that if they bring a lot of value to the table and have sufficient leverage, they'll be able to strike agreat deal. While negotiating from a position of strength is certainly important, many other factorsinfluence where each party ends up. This course will presents four factors that can have a tremendousimpact on negotiation outcomes and provides guidance on what negotiators should be doing beforeeither side starts worrying about offers, counteroffers, and bargaining tactics. I learned this ideas from

Asignatura: Negotiation (F.Económicas)Guía Docente


Harvard Business School professor Deepak Malhotra, who advises negotiators to resolve processbefore substance, set expectations, map out the negotiation space, and control the frame. By followingthose steps, or students will learn how position themselves for success at the bargaining table.

A key purpose of this course is to help our students (from which we assume will be eventuallyresponsible for conduct negotiations in the name of a commercial, a non-profit organization, agovernment, or other organization) to deal with issues and challenges that implicates have to negotiate.In our actual professional environment everybody knows that one key task of the young professional isto acquire and develop a number soft skills. In management positions, there is no one skill morecommonly used that the ability to Negotiation. Decide and planning the negotiation is a very importanttask. But the realization of those plans is even more important.

2. Competences and Objetives of the course

Negotiators often fail to achieve results because they channel too much effort into selling their ownposition and too little into understanding the other party's perspective. To get the best deal -or,sometimes, any deal at all- negotiators need to think like detectives, digging for information about whythe other side wants what it does. This investigative approach entails a mind-set and a methodology, sayHarvard Business School professors Malhotra and Bazerman. Inaccurate assumptions about the otherside's motivations can lead negotiators to propose solutions to the wrong problems, needlessly giveaway value, or derail deals altogether.

To reach our goals, the acquisition of knowledge and its application to real business cases, this coursewill be developed over 15 sessions organized into four modules, which will be managed in each of theissues as follows.











3. Content and structure of the course

To reach our goals, the acquisition of knowledge and its application to real businesscases, this course will be developed over 15 sessions organized into four modules,which will be managed in each of the issues as follows:

Subject 1: Building the Foundations for Negotiating. Applying original ideas to a realcase.

Subject 2: Key steps preparing negotiations. Distributive Bargaining: A Strategy forClaiming Value. Integrative Negotiation: A Strategy for Creating Value.

Subject 3: International Negotiations: Managing Culture and Other Complexities.Negotiation in cross cultural environments. Importance and use of Information inNegotiation.

Subject 4: Improving negotiation skills. Individual Differences: How Our UniqueQualities Affect Negotiations.

Subject 5: The importance or preparation and planning. Effective behaviors innegotiation. Closing Deals: Persuading the Other Party to Say Yes. Decision Making:Are We Truly Rational?

Subject 6: Multiparty Negotiations: Managing the Added Complexity. Ethics: Right &Wrong Do Exist When You Negotiate. Managing Others Who Play Dirty and SayingNo to Those Who Play Nice. Power and Influence: Changing Others’ Attitudes andBehaviors.

Subject 7: Managing hardball tactics. Communication: The Heart of All Negotiations.Understand cognitive bases in negotiation tasks. 3rd Party Intervention: WhenNegotiations Sputter or Fail?

Eventually, some of the issues may be discussed in a different module, or in several,cause the interrelation between the subjects. There is also a key document named

Global Outline, prepared to give an overview perspective of entire course. Dates,times, materials, exams, and other dynamics are described perfectly in thatdocument. You should download it from ADI.

10 /JAN/20178:15 - 9:45

B2 1

Course structure and maindynamicsBasic rules and evaluation.ADI platform. The casemethod.

2,0

+ Global Outline+ Syllabus of the Course+ Basic rules on CaseMethod

17 /JAN/20178:15 - 9:45

M01 2SUBJECT 1:Preparation & Building theFoundations for Negotiating.Applying original ideas to areal case.Basic Concepts onNegotiation.

2,0

NEG –10ENG07INTERTEX: choosing anew boss(UNAV)

24 /JAN/20178:15 - 9:45

SEM+M01

3 2,0

Role plating & Voting onNEG –10ENG07INTERTEX: choosing anew boss(UNAV)

31 /JAN/20178:15 - 9:45

M01 4 SUBJECT 2:- Key steps preparingnegotiations.- Distributive Bargaining: AStrategy for Claiming Value- Integrative Negotiation: AStrategy for Creating Value

2,0

ESMT-311-0120-1 NordStream & Danish (A)

7 /FEB/ 20178:15 - 9:45

SEM+M01

5 2,0

ESMT-311-0120-4A NordStream & Danish (B) forNord StreamESMT-311-0120-4B NordStream & Danish (B) forDanish

14 /FEB/20178:15 - 9:45

M01 6SUBJECT 3:- International Negotiations:Managing Culture and OtherComplexities- Negotiation in cross culturalenvironments.- Importance and use ofInformation in Negotiation

2,0

ESMT-711-0122-1 Motorsfor Munchao (A)

21 /FEB/20178:15 - 9:45

SEM+M01

7 2,0

ESMT-711-0122-4AMotors for Munchao (B)brief for EurolandESMT-711-0122-4BMotors for Munchao (B)brief for Munchao

28 /FEB/20178:15 - 9:45

M01 8

SUBJECT 4:- Improving negotiation skills.- Individual Differences: HowOur Unique Qualities AffectNegotiations

2,0

R1404K Negotiating a joboffer (HARVARD)

07 /MAR/ SEM 9 MID TERM EXAM

20178:15 - 9:45

+B2 2,0

4. Case Learning Objectives & Abstracts

Following is described all the learning objectives as well as abstracts of each one ofthe cases we will discussing along the course:

1. NEG –10ENG07 INTERTEX: choosing a new boss

Learning Objectives: This case was written for use in the introductory class to abusiness ethics course. However, has huge potential for use in lessons onnegotiation and conflict resolution, and in team dynamics. The subject of plagiarismand a poorly contributing group member to group assignments is one that resonatesdeeply with students pursuing any course that emphasizes group work as anecessary component of the course assessment. The case has practical relevanceto the working world inasmuch as the incident can occur in that context.

14 /MAR/ 20178:15 - 9:45 M01 9

SUBJECT 5:- The importance or preparation andplanning- Effective behaviors in negotiation- Closing Deals: Persuading the OtherParty to Say Yes- Decision Making: Are We TrulyRational?

2,0

9B11M104 The Case Somalia (IVEY)

21 /MAR/ 20178:15 - 9:45

SEM+B2

10 2,0

9B11M104 The Case Somalia (IVEY)

28 /MAR/ 20178:15 - 9:45 B2 12

SUBJECT 6:- Multiparty Negotiations: Managing theAdded Complexity- Ethics: Right & Wrong Do Exist WhenYou Negotiate- Managing Others Who Play Dirty andSaying No to Those Who Play Nice- Power and Influence: Changing Others’Attitudes and Behaviors

2,0

5-406-752 Google anGovernment of China(KELLOG)

04 /APR/ 20178:15 - 9:45

SEM+M01

13 2,0

8B09C007 A Tattle Ta(IVEY)

11 /APR/ 20178:15 - 9:45 M01 14

SUBJECT 7:- Managing hardball tactics- Communication: The Heart of AllNegotiations- Understand cognitive bases innegotiation tasks- Third Party Intervention: RecourseWhen Negotiations Sputter or Fail?

2,0

9B12C046A - The CinSales Negotiation - se9B12C046B - The CinSales Negotiation - bu

25 /APR/ 20178:15 - 9:45

SEM+M01

15 2,0

9B15C014 - Wild Cat (IVEY)

MAY / 2017to be confirmed M01 EX Final exam

2,5 No previous reading c

Olegario Vázquez Real was both CEO and President of one of the most internationalcompanies in the Spanish textile sector, Intertex. He just had finish a meeting withhis broker in the personal banking branch of Banif. Intertex's share price hadshowed an excellent quote in spite of the Spanish economic crisis. Theannouncement of another good dividend as well as the information circulated in thebulletins of the Madrid Stock Exchange (provided by the CNMV ), was supportingthat trend. Suddenly, Olegario dies in Madrid. The company need urgently a newcommander, and the board should vote for him. Before proceeding to the voting, thewidow of Vázquez asked that all the candidates to do a brief exhibition of their pointsof view about the future of Intertex, trying to give response to the followingquestion: What would you do if were elected the new President of Intertex?

2. ESMT-311-0120-1 Nord Stream & Danish (A)

Learning Objective: we will use this case in its two-party form for the introductorynegotiation concepts. It serves to understand the steps in preparing negotiations(defining own interests, improving own alternatives, determining the other party'sbest alternative to a negotiated agreement (BATNA), defining a win set and theobjective for the negotiation); to understand the difference between distributive andintegrative negotiations, specifically to demonstrate the potential for joint valuecreation in negotiations with public authorities; and to understand the process ofnegotiation in European cross-border projects.

The case describes the situation of Dirk von Ameln, the permitting director of NordStream, in his negotiation efforts to obtain the national permits for the construction ofthe Nord Stream pipeline. In order to procure the Danish construction permit, Dirkhad to reach an agreement with the Danish fishermen, who were fearful of anegative impact on their trade from the construction and operation of the pipeline.This case serves to understand the steps in preparing negotiations; the differencebetween distributive and integrative negotiations. The case will also be used toanalyze different approaches to negotiations and their implication for currentnegotiation strategies.

3. ESMT-711-0122-1 Motors for Munchao (A)

Learning Objective: This case is very effective and popular when used in a class withculturally diverse groups. We will get personal experience in interculturalnegotiations discussing a real problem. The case will be used to discuss/introducetopics such as: business ethics in intercultural/cross-cultural negotiation, mechanicsof negotiation, increasing the pie in a negotiation, intercultural/cross-culturalmanagement, and B2B sales of technological products.

The case describes the joint venture negotiation between Mr. HartmutHolgebretsen, vice president of sales at Euroland Motors, in the English-speakingcountry of Norland, and Mr. Wu Chang, deputy president at Munchao Motors Import(MMI) in Munchao. It serves as information for a negotiation exercise. Thenegotiation takes place after the agreement on an initial letter of intent. However,

MMI wanted to reopen a few issues before signing a final contract on the import ofgas and diesel engines. The case contains “General information” that is available toboth negotiation parties. In separate case supplements, Supplement (A):“Negotiation brief for Euroland Motors” and Supplement (B): “Negotiation brief forMMI,” the two parties receive confidential information that is exclusively for them andshould not be made available to the other party before the negotiation exercise.

4. R1404K Negotiating a job offer (Harvard) + 9B05C011 - Job Offer Negotiation(IVEY)

Learning Objective: We will use this case to discuss how to negotiate a job offer froma potential employer. At the end of the (A) case, students can create a plan for Anjalion how she should approach the negotiation and exactly what she should say to theemployer. At the end of the (B) case, students can assess the outcome and drawimplications for their own job search and negotiation efforts. An opportunity alsoexists to discuss whether gender is a factor that affects negotiation processes andoutcomes.

We also will learn from a good professor of negotiation at Harvard Business School, 15 specific piecesof advice for job candidates: (1) Don't underestimate the importance of likability. (2) Help prospectiveemployers understand why you deserve what you're requesting. (3) Make it clear that they can get you. (4) Understand the person across the table from you. (5) Understand his or her constraints. (6) Beprepared for tough questions. (7) Focus on the questioner's intent, not on the question. (8) Consider thewhole deal. (9) Negotiate multiple issues simultaneously, not serially. (10) Don't negotiate just for thesake of negotiating (a common pitfall for recent graduates). (11) Think through the timing of offers. (12) Avoid, ignore, or downplay ultimatums. (13) Remember that your interviewer isn't out to get you. (14) Stay at the table. (15) Maintain a sense of perspective.

Job Offer Negotiation is a role play between a job applicant and a recruiter. It is intended to illustrate theimportance of preparation and planning; integrative negotiation in the context of job offers, and specificbehaviors that contribute to effective negotiation.

5. 9B11M104 The Case of Piracy in Somalia (IVEY)

Learning Objective: The main objective of this exercise is to teach students about theresponsibility of a firm to its employees and how to deal with organized crime. Asecondary objective is to provide some understanding of the current ongoingsituation in the failed state of Somalia and how to negotiate in high-risk situations.The case can be used in corporate responsibility, international business, orinternational management courses

In recent years, incidents of piracy have increased dramatically off the coast of thefailed state of Somalia. In this case, a group of 14 pirates have hijacked a cargo shipfull of machinery, but have yet to make any demands. They hold hostage amultinational crew of 20 (whose captain and two officers are American), the ship,and the cargo. The chief operating officer of an international shipping company must

choose among alternative strategies to get the crew, cargo, and ship back safelywith as little cost as possible.

6. 5-406-752 Google and the Government of China

Learning Objective: In this case we will analyze a negotiation from the perspective ofeach party when one is a government and the other a private-sector organization; asub point here is the difference between short-term and longer-term interests. Toaddress the difficulties of balancing business ethics and financial objectives; animportant point here is to address what it means to be ethical in a for-profit businessenvironment. To understand the long-term effects of short-term actions.

Based on the negotiation between Google and the Chinese government to allowaccess by Chinese citizens to a high-speed Chinese version of the Google searchengine. In order to reach agreement with the Chinese government, Google had toagree to allow the government to censor access to some sites turned up by Google'ssearch engine. In agreeing, Google compromised its open-access policy. There wereinquiries into the agreement by the U.S. Congress and some outcry from U.S.citizens.

7. 8B09C007 A Tattle Tale?

Learning Objectives: This case was written for use in the introductory class to abusiness ethics course. However, has huge potential for use in lessons onnegotiation and conflict resolution, and in team dynamics. The subject of plagiarismand a poorly contributing group member to group assignments is one that resonatesdeeply with students pursuing any course that emphasizes group work as anecessary component of the course assessment. The case has practical relevanceto the working world inasmuch as the incident can occur in that context. The casealso serves as a good reminder to students about plagiarism. It providesopportunities for clarification and discussion on what exactly constitutes plagiarismand the professors'/universities' stand on the matter.

T.J., an undergraduate at a business school, was upset to find a group mate'scontribution to his group project containing plagiarized and poorly paraphrasedcontent (also without any citation as to source in some instances). T.J. and fourothers had to work with K.C., the errant group member, on three group projects thattogether made up 30 per cent of the final mark for the course. In particular, T.J. wasupset by the shoddy corrections provided by K.C. when his error was highlighted.T.J. was also appalled at K.C.'s nonchalant attitude towards plagiarism and thegroup projects, especially after discovering that K.C. had done the same on their firstgroup project. T.J. felt strongly that the matter should be brought up to the courseprofessor but two of his group mates disagreed, fearing that the group harmonywould be adversely affected, thus jeopardizing their last group project, which carriedsignificantly higher weight at 20 per cent. The remaining two group mates did not

seem to consider the matter a serious one. T.J. wondered what the right thing to dowould be.

8. 9B12C046A - The Cinnamon Case: Sales Negotiation

Learning Objectives: This case focuses on a negotiation process wherein the onlyfactor is price. This role play can serve as a base for future complex negotiationcases and as a vehicle for introducing the class to negotiation in a gradual manner.The objective of the case is for both sides to maximize their value from thenegotiation process based solely on the information that they have at hand. Thelearning comes from each student actually playing the role of either a buyer or sellerand then comparing their own team’s performance with those of the other teams inthe class.

The case presents a role play between a buyer and a seller who must negotiate aprice for a perishable but rare commodity. The case covers the dilemma faced bybuyers and sellers when they are in possession of limited information but must stillattempt to negotiate a best-case scenario for themselves.

9. 9B15C014 - Wild Cat Strike

Learning Objective: The case uses both qualitative and quantitative bases todemonstrate how negotiation theory relates to a practical instance of negotiation.Learning is delivered using qualitative theoretical bases as enacted and depictedthrough the medium of a role play simulation coupled with quantitative data fromscoring sheets.

With over one million employees, Mega Railway Network is one of the largestrecruiters in the world. As the result of criminal activity in one of its largest rail yards,a worker lost his life in the line of duty. The circumstances of the incident have led toa high-stakes strike action by workers at one of its busiest rail depots. As thedivisional operations manager, chief transportation manager or the head oflocomotive engineers (drivers), you must reconcile differences betweenmanagement and staff or risk stalling the hundreds of freight and passenger trainsthat pass through each day. As a worker, you need safety and other concernsaddressed.

We also are going to use in some point of the course the following two cases:

1) 9B11C045 - Anjali Kuman Negotiating a Job Offer (A and B)

2) HBS-9899026 Kidnapping negotiation (A, B, C & D) (Harvard)

5. Assessment

The final marks will consist of the following concepts:

1. Class participation 25%: The quality and consistency of the participation will bemarked. A high frequency of low quality will have a low rating. The quality is obtainedby concise and successful answers as a result of a careful preparation of the case &the other materials in the group sessions. The numbers will be obtained dependingon the average level of the group participation. This 25% is composed of two parts;15% is individual participation and is obtained within the classroom average. Theother 10% is achieved while working within your team and obtained from yourperformance in the role playing exercises (or In-Class Negotiations), and it is alsodetermined by your class attendance (absences) and behavior during sessions.

In-Class Negotiations. During the semester, you will participate in several negotiationrole plays with your fellow classmates. Your grade will solely depend on yourperformance in these negotiations. This is your chance to apply what we discuss inclass and to prove that you can be a successful negotiator.

In-class participation is so important for this class that it has been given a 25%weight towards your final grade. Simply asking questions during class or session isnot considered as participation. A valuable contribution should meet some of thefollowing criteria:

• It provides a new idea, a new piece of information or a new perspective on theproblem under study• It synthesizes ideas presented previously, underlying possible relations,consistencies or inconsistencies among them• It questions the validity of the underlying assumptions• It raises new questions that might in turn raise other new ideas• It contributes to the maintenance of group dynamics, establishing a thought-provoking atmosphere, or resolving possible conflicts among other participants• It shows that the person has listened to and tried to understand other people’scontributions

There is a CLEAR ponderation from A to D in class participation:

A is an excellent participation. A = 2B’s an also = 3C’s. D = -A

*** THERE ARE D's DERIVATED FROM STUDENT BEHAVIOR IN CLASSROOM(HAVE NOT READ THE CASE ON TIME, THE USE OF CELLPHONES,ABSENCES, ETC.)

2. Quizzes, 20%: These are short quizzes (5 to 10 minutes’ maximum). Thesequizzes assess the quality of the individual preparation of the lesson, throughconcrete questions of the case or the material which is indicated for the previousstudy of each lesson. The Quizzes are random and will take place in at least 1/3 ofthe all amount of practical cases that we are going to study during the whole course.When they take place, they will begin at the designated start time of the lesson,punctually. The total mark obtained is the average of individual scores on each quiz.We recommend using these evaluations as a proof to self-assess individual study.

3. Mid-term exam, 25%: A midterm exam will take place throughout the course.It will be notified a week in advance, both the content and schedule it. Unlikethe quizzes, midterms are not intended to measure the preparation of a case. Itevaluates the application of key ideas seen in class to a new case. We recommendusing this partial evaluation as a means to seek feedback or to locate the areasrequiring special effort dedication or individual study.

4. Final exam 30%: There is no figure of “exempt” of the final exam. The exam itemswill be a mix of basic/theory concepts as well as applied questions to a case. Thisexam is accumulative and will have a structure very similar to the mid-term exam.The date and time of this review have been determined by the Academic Departmentand is available on the Academic Coordination of the School of Economics andBusiness. You will receive a specific document with instructions and rating criteria forthis exam/final assessment.

6. Bibliography and Resources


We do not recommend investing part of your limited time-study in further readingfrom textbooks. It is worth spending the most time doing a depth analysis of thecase and the assignment questions provided for each case. Normally, some

additional recommended reading will be handed in for each session, but in that casewill be also provided by Professor.

1. NEG –10ENG07 INTERTEX: choosing a new boss -> University of Navarra, Spain

2. ESMT-311-0120-1 Nord Stream & Danish (A) and (B) -> European School ofManagement and Technology, Germany

3. ESMT-711-0122-1 Motors for Munchao (A) and (B) -> European School ofManagement and Technology, Germany

4. R1404K Negotiating a job offer -> Harvard Business School, USA + 9B05C011 -Job Offer Negotiation - recruiter / applicant -> Ivey Business School, Canada

5. 9B11M104 The Case of Piracy in Somalia -> Ivey Business School, Canada

6. 5-406-752 Google and the Government of China -> Kellog School ofManagement, USA

7. 8B09C007 A Tattle Tale? -> Ivey Business School, Canada

8. 9B12C046A - The Cinnamon Case - seller / buyer -> Ivey Business School,Canada

9. 9B15C014 - Wild Cat Strike -> Ivey Business School, Canada

Every one of those cases will be supported also by role playing exercises inclassroom. All appropriate instructions and Assignment Questions will be alsoprovided in the right moment by the professor. And there are also several lecturesthat will be essential part of the case preparation for sessions. The most importantare these four:

I. ASEN -114-E Negotiation 1. Basic Concepts (IESE Note)

II. IIR088 Five essential strategies to creative negotiation (Expert Insight - IESE)

III. R1512D Control the negotiation before it begins (Harvard Business Review)

IV. R0709D Investigative Negotiation (Harvard Business Review)

All of that are already supplied to you through the ADI platform.

Since this is a case oriented course, we do not recommend you spend many time inadditional book readings, cause every theoretical and technical concept will beprovided in the readings listed above. But if any of you has the intentions of going

deeper in the subjects discussed in the class, however, I recommend you thefollowing Bibliography:

A. Johnson, Ralph A. (1993). Negotiating Basics: Concepts, Skills andexercises. SAGE Publications. ISBN: 0-8039-4051-3 Find it in the Library

B. Fisher, R. & Ury, W. (2012). Getting to Yes: Negotiating an AgreementWithout Giving In. Random House. ISBN: 9781847940933 Find it in the Library (other edition)

C. Hames, D. S. (2011). Negotiation: Closing Deals, Settling Disputes, andMaking Team Decisions. SAGE. ISBN: 9781412973991 Find it in the Library

All the topics to evaluate will be treated during the group lessons (sessions). Pleasefeel free to contact us if you have a particular interest or doubt about any aspectconcerning the subject.

7. Feedback & Office HoursOffice 2300 - Associate Professors, 2nd level, Amigos Building.

Tuesday: 12:30 am - 17:30 pm. Other times by appointment.

Please feel free to contact me by email, linkedin, skype, or twitter in order to makeany appointment.

2. ALL CASESOffice Hours Office 2300 - Associate Professors, 2nd level, Amigos Building.

Tuesday: 12:30 am - 17:30 pm. Other times by appointment.

Please feel free to contact me by email, linkedin, skype, or twitter in order to makeany appointment.

Assessment

The final marks will consist of the following concepts:

Jesús J. Martínez y RonquilloProfessor of Management School o f Economics & BusinessDelegate for MexicoPamplona campus. 31009 - Navarre, SPAINPhone / whatsapp: + 34 648.471.522Linkedin | Twitter | Skype ( jjmronquillo )

Jesús J. Martínez y RonquilloProfessor of Management School o f Economics & BusinessDelegate for MexicoPamplona campus. 31009 - Navarre, SPAINPhone / whatsapp: + 34 648.471.522Linkedin | Twitter | Skype ( jjmronquillo )

1. Class participation 25%: The quality and consistency of the participation will bemarked. A high frequency of low quality will have a low rating. The quality is obtainedby concise and successful answers as a result of a careful preparation of the case &the other materials in the group sessions. The numbers will be obtained dependingon the average level of the group participation. This 25% is composed of two parts; 15% is individual participation and is obtained within the classroom average. Theother 10% is achieved while working within your team and obtained from yourperformance in the role playing exercises (or In-Class Negotiations), and it is alsodetermined by your class attendance (absences) and behaviour during sessions.

In-Class Negotiations. During the semester, you will participate in several negotiationrole plays with your fellow classmates. Your grade will solely depend on yourperformance in these negotiations. This is your chance to apply what we discuss inclass and to prove that you can be a successful negotiator.

In-class participation is so important for this class that it has been given a 30%weight towards your final grade. Simply asking questions during class or session isnot considered as participation. A valuable contribution should meet some of thefollowing criteria:

• It provides a new idea, a new piece of information or a new perspective onthe problem under study• It synthesizes ideas presented previously, underlying possible relations,consistencies or inconsistencies among them• It questions the validity of the underlying assumptions• It raises new questions that might in turn raise other new ideas• It contributes to the maintenance of group dynamics, establishing athought-provoking atmosphere, or resolving possible conflicts among otherparticipants• It shows that the person has listened to and tried to understand otherpeople’s contributions

There is a CLEAR ponderation from A to D in class participation:

A is an excellent participation. A = 2B’s an also = 3C’s. D = -A

*** THERE ARE D's DERIVATED FROM STUDENT BEHAVIOR IN CLASSROOM(HAVE NOT READ THE CASE ON TIME, THE USE OF CELLPHONES,ABSENCES, ETC.)

2. Quizzes, 20%: These are short quizzes (5 to 10 minutes’ maximum). Thesequizzes assess the quality of the individual preparation of the lesson, throughconcrete questions of the case or the material which is indicated for the previousstudy of each lesson. The Quizzes are random and will take place in at least 1/3 ofthe all amount of practical cases that we are going to study during the whole course.When they take place, they will begin at the designated start time of the lesson,punctually. The total mark obtained is the average of individual scores on each quiz.We recommend using these evaluations as a proof to self-assess individual study.

3. Mid term exam, 25%: A midterm exam will take place throughout the course.It will be notified a week in advance, both the content and schedule it. Unlikethe quizzes, midterms are not intended to measure the preparation of a case. Itevaluates the application of key ideas seen in class to a new case. We recommendusing this partial evaluation as a means to seek feedback or to locate the areasrequiring special effort dedication or individual study.

4. Final exam 30%: There is no figure of “exempt” of the final exam. The exam itemswill be a mix of basic/theory concepts as well as applied questions to a case. Thisexam is accumulative and will have a structure very similar to the two midtermsexam. The date and time of this review have been determined by the AcademicDepartment and is available on the Academic Coordination of the School ofEconomics and Business. You will receive a specific document with instructions andrating criteria for this exam/final assessment.

Overview

http://www.unav.edu/asignatura/negotiationeconom/

NEGOTIATIONDepartment: Business

School: Economics and Business

Degrees: Economics and Business Administration

Study plan: All

Year: 3rd and 4th

Organization: Second semester (January - May) 2017

ECTS credits: 3

Type: Optional

Language: English

Instructor: Jesús Jorge Martínez y Ronquillo ([email protected]) + Valentín Elizondo (assistantprofessor)

Overview:

Countless books and articles offer advice on the process of negotiation and avoiding missteps at thebargaining table. This subject need a deep practical approach. Some of the costliest mistakes take placebefore negotiators sit down to discuss the substance of the deal. That's because they often take forgranted that if they bring a lot of value to the table and have sufficient leverage, they'll be able to strike agreat deal. While negotiating from a position of strength is certainly important, many other factorsinfluence where each party ends up. This course will presents four factors that can have a tremendousimpact on negotiation outcomes and provides guidance on what negotiators should be doing beforeeither side starts worrying about offers, counteroffers, and bargaining tactics. I learned this ideas fromHarvard Business School professor Deepak Malhotra, who advises negotiators to resolve processbefore substance, set expectations, map out the negotiation space, and control the frame. By followingthose steps, or students will learn how position themselves for success at the bargaining table.

A key purpose of this course is to help our students (from which we assume will be eventuallyresponsible for conduct negotiations in the name of a commercial, a non-profit organization, agovernment, or other organization) to deal with issues and challenges that implicates have to negotiate.In our actual professional environment everybody knows that one key task of the young professional isto acquire and develop a number soft skills. In management positions, there is no one skill morecommonly used that the ability to Negotiation. Decide and planning the negotiation is a very importanttask. But the realization of those plans is even more important.



We do not recommend investing part of your limited time-study in further readingfrom textbooks. It is worth spending the most time doing a depth analysis of thecase and the assignment questions provided for each case. Normally, someadditional recommended reading will be handed in for each session, but in that case

will be also provided by Professor.

1. NEG –10ENG07 INTERTEX: choosing a new boss -> University of Navarra, Spain

2. ESMT-311-0120-1 Nord Stream & Danish (A) and (B) -> European School ofManagement and Technology, Germany

3. ESMT-711-0122-1 Motors for Munchao (A) and (B) -> European School ofManagement and Technology, Germany

4. R1404K Negotiating a job offer -> Harvard Business School, USA + 9B05C011 -Job Offer Negotiation - recruiter / applicant -> Ivey Business School, Canada

5. 9B11M104 The Case of Piracy in Somalia -> Ivey Business School, Canada

6. 5-406-752 Google and the Government of China -> Kellog School ofManagement, USA

7. 8B09C007 A Tattle Tale? -> Ivey Business School, Canada

8. 9B12C046A - The Cinnamon Case - seller / buyer -> Ivey Business School,Canada

9. 9B15C014 - Wild Cat Strike -> Ivey Business School, Canada

Every one of those cases will be supported also by role playing exercises inclassroom. All appropriate instructions and Assignment Questions will be alsoprovided in the right moment by the professor. And there are also several lecturesthat will be essential part of the case preparation for sessions. The most importantare these four:

I. ASEN -114-E Negotiation 1. Basic Concepts (IESE Note)

II. IIR088 Five essential strategies to creative negotiation (Expert Insight - IESE)

III. R1512D Control the negotiation before it begins (Harvard Business Review)

IV. R0709D Investigative Negotiation (Harvard Business Review)

All of that are already supplied to you through the ADI platform.

Since this is a case oriented course, we do not recommend you spend many time inadditional book readings, cause every theoretical and technical concept will beprovided in the readings listed above. But if any of you has the intentions of goingdeeper in the subjects discussed in the class, however, I recommend you the

following Bibliography:

A. Johnson, Ralph A. (1993). Negotiating Basics: Concepts, Skills and exercises. SAGEPublications. ISBN: 0-8039-4051-3 Find it in the Library

B. Fisher, R. & Ury, W. (2012). Getting to Yes: Negotiating an Agreement Without Giving In. Random House. ISBN: 9781847940933 Find it in the Library (other edition)

C. Hames, D. S. (2011). Negotiation: Closing Deals, Settling Disputes, and Making TeamDecisions. SAGE. ISBN: 9781412973991 Find it in the Library

All the topics to evaluate will be treated during the group lessons (sessions). Pleasefeel free to contact us if you have a particular interest or doubt about any aspectconcerning the subject.

Competences and Objetives of the course

Negotiators often fail to achieve results because they channel too much effort into selling their ownposition and too little into understanding the other party's perspective. To get the best deal -or,sometimes, any deal at all- negotiators need to think like detectives, digging for information about whythe other side wants what it does. This investigative approach entails a mind-set and a methodology, sayHarvard Business School professors Malhotra and Bazerman. Inaccurate assumptions about the otherside's motivations can lead negotiators to propose solutions to the wrong problems, needlessly giveaway value, or derail deals altogether.

To reach our goals, the acquisition of knowledge and its application to real business cases, this coursewill be developed over 15 sessions organized into four modules, which will be managed in each of theissues as follows.











Content and structure of the course

To reach our goals, the acquisition of knowledge and its application to real businesscases, this course will be developed over 15 sessions organized into four modules,which will be managed in each of the issues as follows:

Subject 1: Building the Foundations for Negotiating. Applying original ideas to a realcase.

Subject 2: Key steps preparing negotiations. Distributive Bargaining: A Strategy forClaiming Value. Integrative Negotiation: A Strategy for Creating Value.

Subject 3: International Negotiations: Managing Culture and Other Complexities.Negotiation in cross cultural environments. Importance and use of Information inNegotiation.

Subject 4: Improving negotiation skills. Individual Differences: How Our UniqueQualities Affect Negotiations.

Subject 5: The importance or preparation and planning. Effective behaviors innegotiation. Closing Deals: Persuading the Other Party to Say Yes. Decision Making:Are We Truly Rational?

Subject 6: Multiparty Negotiations: Managing the Added Complexity. Ethics: Right &Wrong Do Exist When You Negotiate. Managing Others Who Play Dirty and SayingNo to Those Who Play Nice. Power and Influence: Changing Others’ Attitudes andBehaviors.

Subject 7: Managing hardball tactics. Communication: The Heart of All Negotiations.Understand cognitive bases in negotiation tasks. 3rd Party Intervention: WhenNegotiations Sputter or Fail?

Eventually, some of the issues may be discussed in a different module, or in several,cause the interrelation between the subjects. There is also a key document namedGlobal Outline, prepared to give an overview perspective of entire course. Dates,times, materials, exams, and other dynamics are described perfectly in thatdocument. You should download it from ADI.

10 /JAN/ 20178:15 - 9:45 B2 1

Course structure and maindynamicsBasic rules and evaluation. ADIplatform. The case method.

2,0

+ Global Outline+ Syllabus of the Course+ Basic rules on Case Method

17 /JAN/ 20178:15 - 9:45 M01 2 SUBJECT 1:

Preparation & Building theFoundations for Negotiating. Applying original ideas to a realcase.Basic Concepts on Negotiation.

2,0

NEG –10ENG07 INTERTEX:choosing a new boss (UNAV)

24 /JAN/ 20178:15 - 9:45

SEM + M01

3 2,0

Role plating & Voting onNEG –10ENG07 INTERTEX:choosing a new boss (UNAV)

31 /JAN/ 20178:15 - 9:45 M01 4 SUBJECT 2:

- Key steps preparing negotiations.- Distributive Bargaining: A Strategyfor Claiming Value- Integrative Negotiation: A Strategyfor Creating Value

2,0

ESMT-311-0120-1 Nord Stream& Danish (A)

7 /FEB/ 20178:15 - 9:45

SEM + M01

5 2,0

ESMT-311-0120-4A Nord Stream& Danish (B) for Nord StreamESMT-311-0120-4B Nord Stream& Danish (B) for Danish

14 /FEB/ 20178:15 - 9:45 M01 6

SUBJECT 3:- International Negotiations:Managing Culture and OtherComplexities- Negotiation in cross culturalenvironments.- Importance and use of Informationin Negotiation

2,0

ESMT-711-0122-1 Motors forMunchao (A)

21 /FEB/ 20178:15 - 9:45

SEM + M01

7 2,0

ESMT-711-0122-4A Motors forMunchao (B) brief for EurolandESMT-711-0122-4B Motors forMunchao (B) brief for Munchao

28 /FEB/ 20178:15 - 9:45 M01 8 SUBJECT 4:

- Improving negotiation skills. - Individual Differences: How OurUnique Qualities Affect Negotiations

2,0

R1404K Negotiating a joboffer (HARVARD)

07 /MAR/ 20178:15 - 9:45

SEM + 9

2,0 MID TERM EXAM

Case Learning Objectives & AbstractsFollowing is described all the learning objectives as well as abstracts of each one of the cases we willdiscussing along the course:

1. NEG –10ENG07 INTERTEX: choosing a new boss

Learning Objectives: This case was written for use in the introductory class to a business ethics course. However, has huge potential for use in lessons on negotiation and conflict resolution, and in teamdynamics. The subject of plagiarism and a poorly contributing group member to group assignments isone that resonates deeply with students pursuing any course that emphasizes group work as anecessary component of the course assessment. The case has practical relevance to the working worldinasmuch as the incident can occur in that context.

Olegario Vázquez Real was both CEO and President of one of the most international companies in theSpanish textile sector, Intertex. He just had finish a meeting with his broker in the personal bankingbranch of Banif. Intertex's share price had showed an excellent quote in spite of the Spanish economiccrisis. The announcement of another good dividend as well as the information circulated in the bulletins

14 /MAR/ 20178:15 - 9:45 M01 9 SUBJECT 5:

- The importance or preparation and planning- Effective behaviors in negotiation - Closing Deals: Persuading the Other Party toSay Yes- Decision Making: Are We Truly Rational?

2,0

9B11M104 The Case of PiraSomalia (IVEY)

21 /MAR/ 20178:15 - 9:45

SEM + B2

10 2,0

9B11M104 The Case of PiraSomalia (IVEY)

28 /MAR/ 20178:15 - 9:45 B2 12

SUBJECT 6:- Multiparty Negotiations: Managing the AddedComplexity- Ethics: Right & Wrong Do Exist When YouNegotiate- Managing Others Who Play Dirty and Saying Noto Those Who Play Nice- Power and Influence: Changing Others’ Attitudesand Behaviors

2,0

5-406-752 Google and the GChina (KELLOG)

04 /APR/ 20178:15 - 9:45

SEM + M01

13 2,0

8B09C007 A Tattle Tale?(IVEY)

11 /APR/ 20178:15 - 9:45 M01 14 SUBJECT 7:

- Managing hardball tactics- Communication: The Heart of All Negotiations- Understand cognitive bases in negotiation tasks- Third Party Intervention: Recourse WhenNegotiations Sputter or Fail?

2,0

9B12C046A - The CinnamonNegotiation - seller (IVEY)9B12C046B - The CinnamonNegotiation - buyer (IVEY)

25 /APR/ 20178:15 - 9:45

SEM + M01

15 2,0

9B15C014 - Wild Cat Strike (IVEY)

MAY / 2017to be confirmed M01 EX Final exam

2,5 No previous reading case

of the Madrid Stock Exchange (provided by the CNMV ), was supporting that trend. Suddenly, Olegario dies in Madrid. The company need urgently a new commander, and the board should vote for him. Before proceeding to the voting, the widow of Vázquez asked that all the candidates to do a briefexhibition of their points of view about the future of Intertex, trying to give response to the followingquestion: What would you do if were elected the new President of Intertex?

2. ESMT-311-0120-1 Nord Stream & Danish (A)

Learning Objective: we will use this case in its two-party form for the introductory negotiation concepts. It serves to understand the steps in preparing negotiations (defining own interests, improving ownalternatives, determining the other party's best alternative to a negotiated agreement (BATNA), defininga win set and the objective for the negotiation); to understand the difference between distributive andintegrative negotiations, specifically to demonstrate the potential for joint value creation in negotiationswith public authorities; and to understand the process of negotiation in European cross-border projects.

The case describes the situation of Dirk von Ameln, the permitting director of Nord Stream, in hisnegotiation efforts to obtain the national permits for the construction of the Nord Stream pipeline. Inorder to procure the Danish construction permit, Dirk had to reach an agreement with the Danishfishermen, who were fearful of a negative impact on their trade from the construction and operation ofthe pipeline. This case serves to understand the steps in preparing negotiations; the difference betweendistributive and integrative negotiations. The case will also be used to analyze different approaches tonegotiations and their implication for current negotiation strategies.

3. ESMT-711-0122-1 Motors for Munchao (A)

Learning Objective: This case is very effective and popular when used in a class with culturally diversegroups. We will get personal experience in intercultural negotiations discussing a real problem. The casewill be used to discuss/introduce topics such as: business ethics in intercultural/cross-culturalnegotiation, mechanics of negotiation, increasing the pie in a negotiation, intercultural/cross-culturalmanagement, and B2B sales of technological products.

The case describes the joint venture negotiation between Mr. Hartmut Holgebretsen, vice president ofsales at Euroland Motors, in the English-speaking country of Norland, and Mr. Wu Chang, deputypresident at Munchao Motors Import (MMI) in Munchao. It serves as information for a negotiationexercise. The negotiation takes place after the agreement on an initial letter of intent. However, MMIwanted to reopen a few issues before signing a final contract on the import of gas and diesel engines. The case contains “General information” that is available to both negotiation parties. In separate casesupplements, Supplement (A): “Negotiation brief for Euroland Motors” and Supplement (B): “Negotiationbrief for MMI,” the two parties receive confidential information that is exclusively for them and should notbe made available to the other party before the negotiation exercise.

4. R1404K Negotiating a job offer (Harvard) + 9B05C011 - Job Offer Negotiation (IVEY)

Learning Objective: We will use this case to discuss how to negotiate a job offer from a potentialemployer. At the end of the (A) case, students can create a plan for Anjali on how she should approachthe negotiation and exactly what she should say to the employer. At the end of the (B) case, studentscan assess the outcome and draw implications for their own job search and negotiation efforts. Anopportunity also exists to discuss whether gender is a factor that affects negotiation processes andoutcomes.

We also will learn from a good professor of negotiation at Harvard Business School, 15 specific piecesof advice for job candidates: (1) Don't underestimate the importance of likability. (2) Help prospectiveemployers understand why you deserve what you're requesting. (3) Make it clear that they can get you. (4) Understand the person across the table from you. (5) Understand his or her constraints. (6) Beprepared for tough questions. (7) Focus on the questioner's intent, not on the question. (8) Consider thewhole deal. (9) Negotiate multiple issues simultaneously, not serially. (10) Don't negotiate just for thesake of negotiating (a common pitfall for recent graduates). (11) Think through the timing of offers. (12) Avoid, ignore, or downplay ultimatums. (13) Remember that your interviewer isn't out to get you. (14)

Stay at the table. (15) Maintain a sense of perspective.

Job Offer Negotiation is a role play between a job applicant and a recruiter. It is intended to illustrate theimportance of preparation and planning; integrative negotiation in the context of job offers, and specificbehaviors that contribute to effective negotiation.

5. 9B11M104 The Case of Piracy in Somalia (IVEY)

Learning Objective: The main objective of this exercise is to teach students about the responsibility of afirm to its employees and how to deal with organized crime. A secondary objective is to provide someunderstanding of the current ongoing situation in the failed state of Somalia and how to negotiate inhigh-risk situations. The case can be used in corporate responsibility, international business, orinternational management courses

In recent years, incidents of piracy have increased dramatically off the coast of the failed state ofSomalia. In this case, a group of 14 pirates have hijacked a cargo ship full of machinery, but have yet tomake any demands. They hold hostage a multinational crew of 20 (whose captain and two officers areAmerican), the ship, and the cargo. The chief operating officer of an international shipping companymust choose among alternative strategies to get the crew, cargo, and ship back safely with as little costas possible.

6. 5-406-752 Google and the Government of China

Learning Objective: In this case we will analyze a negotiation from the perspective of each party whenone is a government and the other a private-sector organization; a sub point here is the differencebetween short-term and longer-term interests. To address the difficulties of balancing business ethicsand financial objectives; an important point here is to address what it means to be ethical in a for-profitbusiness environment. To understand the long-term effects of short-term actions.

Based on the negotiation between Google and the Chinese government to allow access by Chinesecitizens to a high-speed Chinese version of the Google search engine. In order to reach agreement withthe Chinese government, Google had to agree to allow the government to censor access to some sitesturned up by Google's search engine. In agreeing, Google compromised its open-access policy. Therewere inquiries into the agreement by the U.S. Congress and some outcry from U.S. citizens.

7. 8B09C007 A Tattle Tale?

Learning Objectives: This case was written for use in the introductory class to a business ethics course. However, has huge potential for use in lessons on negotiation and conflict resolution, and in teamdynamics. The subject of plagiarism and a poorly contributing group member to group assignments isone that resonates deeply with students pursuing any course that emphasizes group work as anecessary component of the course assessment. The case has practical relevance to the working worldinasmuch as the incident can occur in that context. The case also serves as a good reminder to studentsabout plagiarism. It provides opportunities for clarification and discussion on what exactly constitutesplagiarism and the professors'/universities' stand on the matter.

T.J., an undergraduate at a business school, was upset to find a group mate's contribution to his groupproject containing plagiarized and poorly paraphrased content (also without any citation as to source insome instances). T.J. and four others had to work with K.C., the errant group member, on three groupprojects that together made up 30 per cent of the final mark for the course. In particular, T.J. was upsetby the shoddy corrections provided by K.C. when his error was highlighted. T.J. was also appalled atK.C.'s nonchalant attitude towards plagiarism and the group projects, especially after discovering thatK.C. had done the same on their first group project. T.J. felt strongly that the matter should be broughtup to the course professor but two of his group mates disagreed, fearing that the group harmony wouldbe adversely affected, thus jeopardizing their last group project, which carried significantly higher weightat 20 per cent. The remaining two group mates did not seem to consider the matter a serious one. T.J. wondered what the right thing to do would be.

8. 9B12C046A - The Cinnamon Case: Sales Negotiation

Learning Objectives: This case focuses on a negotiation process wherein the only factor is price. Thisrole play can serve as a base for future complex negotiation cases and as a vehicle for introducing theclass to negotiation in a gradual manner. The objective of the case is for both sides to maximize theirvalue from the negotiation process based solely on the information that they have at hand. The learningcomes from each student actually playing the role of either a buyer or seller and then comparing theirown team’s performance with those of the other teams in the class.

The case presents a role play between a buyer and a seller who must negotiate a price for a perishablebut rare commodity. The case covers the dilemma faced by buyers and sellers when they are inpossession of limited information but must still attempt to negotiate a best-case scenario for themselves.

9. 9B15C014 - Wild Cat Strike

Learning Objective: The case uses both qualitative and quantitative bases to demonstrate hownegotiation theory relates to a practical instance of negotiation. Learning is delivered using qualitativetheoretical bases as enacted and depicted through the medium of a role play simulation coupled withquantitative data from scoring sheets.

With over one million employees, Mega Railway Network is one of the largest recruiters in the world. Asthe result of criminal activity in one of its largest rail yards, a worker lost his life in the line of duty. Thecircumstances of the incident have led to a high-stakes strike action by workers at one of its busiest raildepots. As the divisional operations manager, chief transportation manager or the head of locomotiveengineers (drivers), you must reconcile differences between management and staff or risk stalling thehundreds of freight and passenger trains that pass through each day. As a worker, you need safety andother concerns addressed.

We also are going to use in some point of the course the following two cases:

1) 9B11C045 - Anjali Kuman Negotiating a Job Offer (A and B)

2) HBS-9899026 Kidnapping negotiation (A, B, C & D) (Harvard)

Presentación

[email protected]

Recursos Humanos

La esencia de esta asignatura no es lo que los recursos humanos deben ser, sinoqué tiene que saber alguien que gestiona una empresa sobre dirigir personas. Entrelas habilidades directivas una y la más importante es aprender a tratar conpersonas. Y esta no es ninguna ciencia exacta, es impredecible y eso la hace tanapasionante.

Profesora responsable:

Dra. Mónica Recalde ([email protected])

Resumen CV: doctora en Comunicación por la Universidad de Navarra. Actualmente también esprofesora en la Facultad de Económicas donde forma parte del comité directivo del Master endirección de personas en las organizaciones. Su carrera investigadora está centrada en la dirección depersonas, la comunicación y la gestión empresarial, tema que ha sido objeto de sus publicaciones enrevistas internacionales, congresos y proyectos de investigación. Ha realizado estancias deinvestigación en la Copenhagen Business School y la Brighton Business School. También ha trabajadoen consultoría antes de dedicarse a la docencia e investigación.

Detalles prácticos sobre la asignatura:

Duración: segundo cuatrimestre

Créditos ECTS: 6

Horario: lunes 15 a 17.00 h aula 03, viernes 12 a 14 h aula 06

Curso: 3º, 4ª

Semestre: segundo

Caracter asignatura: optativa

Grado: Administración y Dirección de Empresas (ADE), doble grado ADE y Derecho

Idioma: Español

Departamento: Empresa

Asignatura: Recursos Humanos (F. ECONÓMICAS)Guía Docente


Facultad: Económicas y Empresariales

Competencias

El alumno deberá ser capaz de alcanzar las siguientes competencias:


CB2) Que los estudiantes sepan aplicar sus conocimientos a su trabajo o vocaciónde una forma profesional y posean las competencias que suelen demostrarse pormedio de la elaboración y defensa de argumentos y la resolución de problemasdentro de su área de estudio




CE08) Conocer y/o profundizar en distintos aspectos de la cultura actual, como por ejemplo, literatura, religión,arte, etc

CE09) Dialogar de manera integradora sobre temáticas diversas en contextos humanísticos


CE12) Conocer y/o profundizar en distintos aspectos de la cultura actual, como porejemplo, literatura, religión, arte, etc

CE13) Dialogar de manera integradora sobre temáticas diversas en contextoshumanísticos

Programa

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Tema 1. Introducción. De la función de recursos humanos a la dirección de personas. Desarrollohistórico, perfiles profesionales y competencias del director de recursos humanos. Conceptos básicos.

Tema 2. Liderazgo de dirección de personas y habilidades. La ideología y cultura organizacionalcomo catalizador, gestión del cambio, necesidades-satisfacción y conflictos.

Tema 3. Gestión del conocimiento organizacional. Estimular la innovación y formación dentro de laempresa. Necesidades y tipología.

Tema 4. El liderazgo relacional y su influencia en la gestión de las personas. La comunicación enel ámbito interno de las organizaciones, el arte de escuchar a los empleados.

Tema 5. Procesos de selección del personal. Análisis de los puestos de trabajo, preparación, etapasy técnicas e instrumentos de recogida de información.

Tema 6. Principios de evaluación de personas. Problemas frecuentes, objetivos y criterios deevaluación.

Tema 7. El trabajo en equipo en las organizaciones. Análisis de problemas y toma de decisiones,instrumentos de coordinación y efectividad.


Clases presenciales 60 horas: las actividades en dichas clases serán

-Clases teóricas donde se desarrollará la materia de los temas del programa

-Discusión de casos de empresa

-Ejercicios individuales y de grupo

Trabajos dirigidos individuales y de grupo, 31 horas: los trabajos serán:

-Trabajos individuales y de grupo: prácticas que periódicamente el profesor pedirá a los alumnos

- Lectura y preparación de casos

Evaluacion, examen final, estudio 59 horas: bilbiografía obligatoria planteada en el manual + apuntes de clase (diapositivas + explicaciones)

Total horas: 150

Evaluación

Convocatoria ordinaria: para hacer esta ponderación será necesario, al menos, obtener un cinco en elexamen final.

Participación en clase 10%. Se valorará el interés individual que se manifestará tanto en laasistencia a clase, como las preguntas hacia el profesor, los comentarios que puedan agregarcontenido al temario y la correcta resolución de casos. Para la obtencion de este punto completoserá requisito la elaboracion de una crítica sobre una de las lecturas recomendadas en clase.

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Evaluación parcial presencial de contenidos teóricos y prácticos. Resolución de casos,ejercicios individuales y de grupo 15%, Resolución de casos con propuestas originalesespecificando la relación con la teoría vista en clase, las prácticas individuales se valoraránteniendo en cuenta su correcta fundamentación teórica además de la presentación y la correcciónortográfica. Igualmente se realizarán aleatoriamente pruebas sorpresa en clase respecto a lamateria vista en los apuntes y los correspondientes temas del libro.Pruebas sorpresa 15 %. Al menos habrá tres pruebas sorpresa durante el período de clases. Estas pruebas consistirán en preguntas cortas sobre el temario. Posteriormente, se corregirán enclase. El objetivo de estas pruebas es doble: primero, para examinar la evolución del alumno ysegundo, para que se entrene en las respuestas del examen final.

Ejemplo de ejercicio: diseñe un plan de formación, prepare una entrevista de selección para uncandidato a un puesto determinado

Evaluacion final presencial de contenidos teóricos y prácticos. Examen final 60%. Lasrespuestas deberán ser concisas apuntando el contenido que se pregunta, bien argumentadas yapoyadas en el material de clase y la bibliografía. Igualmente se tendrá en cuenta la presentacióny corrección ortográficas. Importante: será condición necesaria aprobar el examen para aprobar lamateria.

Los ejemplos de preguntas del examen será explicados en clase.

Convocatoria extraordinaria

Examen final. 100%. Las respuestas deberán ser concisas apuntando el contenido que sepregunta, bien argumentadas y apoyadas en el material de clase y la bibliografía. Igualmente setendrá en cuenta la presentación y corrección ortográficas.


Bibliografía básica y obligatoria:

A continuación se relacionan los temas de clase con los capítulos del libro de estudio obligatorio *Lanumeración de los capítulos se corresponde con la edición segunda que se recomienda en labibliografía.

Tema 1. Introducción. Capítulo 1: la compleja gestión de la Dirección de Personas

Tema 2. Liderazgo de dirección de personas y habilidades. Capítulo 5: El Liderazgo. Capítulo 10:las motivaciones humanas (sólo páginas 220-249)

Tema 3. Gestión del conocimiento organizacional. Capítulo 12: La formación.

Dirección de personas: un timón en la tormenta (2a. ed.)*. Baguer Alcalá, Ángel. EdicionesDíaz de Santos. Localízalo en la Biblioteca

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Tema 4. El liderazgo relacional y su influencia en la gestión de las personas. Capítulo 11: Lacomunicación

Tema 5. Procesos de selección del personal. Capítulo 2: Reclutamiento, contrato de trabajo yacogida.

(El resto del temario se estudiará a través de los apuntes de clase)

Bibliografía complementaria:

Revistas de Recursos Humanos

Blogs

Asociaciones de Recursos Humanos

Radical. El éxito de una empresa sorprendente. Ricardo Semler. Gestión 2000 Localízalo en laBiblioteca

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Patologías en las organizaciones. Javier Fernández Aguado. LID Editorial Localízalo en laBiblioteca

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Qué persona para qué puesto: el método de la entrevista estratégica para seleccionar a losmejores / Richaurd Camp, Mary E. Vielhaber, Jack L. Simoneti ; [traducción, GermánOrbegozo. Bilbao : Ediciones Deusto, D.L. 2002. Localízalo en la Biblioteca

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Comunicación interna en la práctica: siete premisas para la comunicación en el trabajo / ManuelTessi. Buenos Aires, Argentina : Granica, 2012. Localízalo en la Biblioteca (versión electrónica)

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Recursos Humanos Magazine●

Observatorio de Recursos Humanos●

Talento en Expansión●

Sobre personas y organizaciones●

AEDIPE●

Society for Human Resource Management●

Professionals in Human Resources Association●


Mónica Recalde

Despacho: 2210

Horario: miércoles 10.30-12.00 este horario se ampliará y ajustará en función de lasnecesidades de los alumnos. Basta con el envío de un email a la profesora paraacordar otro momento.

Biblioteca | Catálogo | Recursos por materias

Introduction

http://www.unav.edu/asignatura/humanresourceseconom/Curso 2016-17

Human Resources (F. ECONÓMICAS)

Course name: HUMAN RESOURCE MANAGEMENT

Faculty: SCHOOL OF ECONOMICS AND BUSINESS ADMINISTRATION

Department: BUSINESS ADMINISTRATION

Year: FOURTH

Duration: QUARTERLY (THREE-MONTHLY)

Credits: 6

Requirement: NONE

Professor: Begoña Urien Angulo

Type of Course (Core, Required, In-Program electives, Open Electives): CORE

Language: ENGLISH

Asignatura: Human Resources (F. ECONÓMICAS)Guía Docente


Competences

This course aims to describe and explain the most recent trends concerning human resourcemanagement. More precisely, the course´s objectives are:

- To learn the key concepts and functions of Human Resource Management considering thisorganizational function as a strategic area of management.- To study human behaviour in today´s complex and global organizations.











Program

The course offers a basic introduction to human resource management functions and includes the

following themes:

CHAPTER 1: Managing Human Resources. Overview

CHAPTER 2: Trends in HRM

CHAPTER 3: Work design and job analysis

CHAPTER 4: Human resources planning

CHAPTER 5: Recruitment

CHAPTER 6: Selection

CHAPTER 7: Training and development

CHAPTER 8: Performance appraisal

CHAPTER 9: Compensation

The course also offers an overview of organizational behaviour topics throughout students´presentations:

PRESENTATION 1: Organizational culture

PRESENTATION 2: Motivation

PRESENTATION 3: Leadership

PRESENTATION 4: Teamwork

PRESENTATION 5: Conflict management

PRESENTATION 6: Communication

PRESENTATION 7: Change management

PRESENTATION 8: Diversity management

PRESENTATION 9: Time management

PRESENTATION 10: Decision making

PRESENTATION 11: Emotional intelligence.

Each group should prepare a presentation with the guidance of the professor, who will suggestbibliography and resources and will provide a script with the concepts that have to be covered.

Educational ActivitiesThere will be a balance between theory and practice. Every lecture will be followedby a case or exercise aimed to assure that the student has understood the conceptsexplained and is able to apply the theory to real life situations. The use of the casemethod will have particular relevance. There will be room for individual and group

work.


- The class starts with the discussion of the case or exercise provided by theprofessor the former week. The professor clarifies concepts, encourages opendialogue and critical thinking. - The professor gives a lecture related to a new human resource function(chapters 1 to 9) and provides an exercise or a case for the students to prepare athome for next session.


There will be a balance between theory and practice. Every lecture will be followedby a case or exercise aimed to assure that the student has understood the conceptsexplained and is able to apply the theory to real life situations. The use of the casemethod will have particular relevance. There will be room for individual and groupwork.


- The class starts with the discussion of the case or exercise provided by theprofessor the former week. The professor clarifies concepts, encourages opendialogue and critical thinking.

- The professor gives a lecture related to a new human resource function(chapters 1 to 9) and provides an exercise or a case for the students to prepare athome for next session.


Assessment

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Class Participation: 20%Tests: 60%Group presentation: 20%

Class participation will be measured by the accomplishment of cases / activities and the submission ofarticles.

There will be two tests; the first one about halfway through the semester (mid-term exam), and thesecond one will be in the official call. If you do not pass the first test (5), you have a second opportunityin the official call. If you don’t pass this second test you’ll have to go to the extraordinary call (June).Official and extraordinary calls will have two modalities: only 2nd part or all the themes. Youcan also take the official call exam with all the themes if you want to improve your grade.

The group presentation is an essential requirement to pass the course. In case a student does notparticipate in this group activity, he or she will have to submit it as an individual project.

All the students that fail the course and have to attend the extraordinary call in July need to complete theactivities / cases not presented during the course, have to prepare the presentation individually if notdone in group and have to do the test on the official date. All three parts maintain the same weight thanin the ordinary call.


Armstrong, M. (2010). Armstrong’s Essential. Human Resource Management Practice, London –Philadelphia: Kogan Page. Localízalo en la BibliotecaBohlander, G., Snell, S. (2013). Principles of Human Resource Management. 16th ed.(International edition). South-Western: CENGAGE Learning (e book UNAV library). Localízalo en la BibliotecaDolan, S., & Lingham, T. (2011). Introduction to Organizational Behavior. Logan (UT):BookEducator. http://www.introtoob.com/ Dolan, S., Valle Cabrera, R., Jackson E. S., & Schuler, R. S. (2007). Human ResourceManagement (3ª Ed.). New York: McGraw Hill. Ivancevich, J.M. (2007). Organizational Behaviour (7ª Ed.). New York: McGraw Hill. Localízalo enla BibliotecaLuthans, F. (2008). Organizational Behaviour (11ª Ed.). New York: McGraw Hill. Noe, R., Hollenbeck, J., Gerhart, B., & Wright, P. (2009). Fundamentals of Human ResourceManagement (3rd.Ed.) New York: McGraw Hill. Localízalo en la BibliotecaRobbins, S. & Judge, T. (2010). Organizational Behaviour, (14ª Ed.). London: Pearson. Localízaloen la Biblioteca


Office Hours and contact information

E-mail address: [email protected]

Office: 4080. Tower, 4 floor.

Office Hours: Wednesdays, from 8:30 am. to 9:45 am.

Students who need to contact with the Professor at any other time, please send an email to make anappointment.

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Presentation

http://www.unav.edu/asignatura/brandleadership/Curso 2015-16

Marketing Management

The competitive enviroment of today has made companies to re-think their marketingactivities and lead the company and brands very differently than before. Frommarketing responsibilities to Category management there are lots of intuitions,changes and realities that need to be understood to cope with the complexity of thismanagement activity.

This subject deals with the organization of the marketing function today and the waythe best companies are facing the tough surrounding they are in: From singleproduct to multi-product; from one brand to many; from selling to others to owned orfranchised shops; from high margins to low cost pressure.

Department: BusinessFaculty: Economics and Business.Degrees: ADE, DAE, DEE, IDE, IDM, GEL, GML, Leadership and GovernanceYear: 3rd or 4thECTS credits: 3Organization: Second semester, from January to MayType of course: AdvancedLanguage: EnglishProfessor: IDE/IDM/GEL/GML/GOV: Xavier Oliver [email protected]

Competencies: Marketing Resources Management

Competencies of the subject

Understand and get enough tools to manage Marketing resources in developedcompanies through their brands.Study how brand value is created, both financially as in the consumer minds.

Asignatura: Marketing management (F.Económicas)Guía Docente


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Recommended for those students that want to fully understand the implicationsof the different possibilities there are to grow brands and brand portfolios.Together with the subject of Business Communications, attendants will have afull practical and theoretical approach to the most innovative and up-to-datecompanies and their strategical and managerial thinking and organization.

Competences of the degree

Breaking students frames of reference to open their eyes to innovation inproducts and servicesLearn how to build company positioning and strategy from themarketing/consumer/ideological viewpointAquire a large market knowledge and the differences and results of differentapproaches to brands, marketing and sales.Ability to discuss issues that are not only based on numbers but also on creativethinkingGroup working and presentation skils are enforced.


Program

Chapter 1. Brand Management to Brand Leadership. Reasons for a big jump ahead

Evolution of the theories of marketing and brand management to categorymanagement.

Chapter 2. Brand value

How Brands are valued, including emotional aspects as consumer loyalty.

Chapter 3. Brand Identity

Understand what makes a brand valuable to the consumers: the brandinfraestructure (name, design, logo) and the superestructure (advertising messagesand values attached to the brand)

Chapter 4. Brand Architecture

Work on the different models used by multinational brands to manage their brandsthrough their architecture: from the most simple to the complex ones. From thecentralised to the autonomous ones.

Chapter 5. Brands Beyond Advertising

How does advertising help brands and what is even better than that: value creating

around a brand. Having marketing in the center of the company decisions.

Chapter 6. Global Brand Management

Analyse what it takes to manage brands in the multinational scene. The minimuncommon multiple of brands.


In this section the overall methodology of the subject is detailed and hours of studentworkload are estimated.

There will be classroom activities and non-face activities:

1. Classroom activities (20 total hours). Cases will be used in 10 sessions andworkshops on the remaining 10. There will be no lectures but only the closings ofevery single session in the form of 10/15' summary and theory of applicable.

a) Practical classes. All 20 will be prctical. Students will have to study the cases andwork in groups to prepare presentaions following the case's themes.

c) Presentation of work. Students qill present 10 subjects that will previously haveprepared in groups

d) Exams. One final examination for those who have not attended or failed in theirclass participation.

2. Non face activities. The main activity will be personal study of the cases and thegroup work for the workshops.

Evaluation

Evaluation will be composed of 40% class participation, 20% assignments and grouppresentations and 40% a final exercise.

Ordinary evaluation:

1. Class participation: 40%.

2. Group assignements: 20%

3. Final exam: 40%. 2 hours.

Extra-ordinary evaluation:

In case the student do not pass the subject in the ordinary evaluation, he/she willhave to go to the extraordinary evaluation. The exam will be 70 %, and the rest ofthe grade will be given by its work during the course (attendance and participation40% and 20% for group presentations.

Bibliography

Brand Leadership: Building Assets in an Information Economy. Aaker, David A;Joahimstahler, Eric. 2.000 Find it in the Library

La marca y sus circunstancias: Guía completa del brand management. Toro, JuanManuel, Deusto-CIEC 2009 Find it in the Library


Professor consultancy hours

Wednesdays (before class) from 9 to 11a.m.

EXCEL Y VBA para toma de decisiones B (F. Económicas)

Documents

Transcript of EXCEL Y VBA para toma de decisiones B (F. Económicas)